Human Resource Management At General Electric Company

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Human Resource Management at General Electric Company


Thesis Statement3


Human Resource Management Strategy4

Leveraging the Human Capital6

Legal Compliance7

Hiring and Retention Strategies8

Training and Development Program9

Strategy of Diversity10



Human Resource Management at General Electric Company


In the context of global markets, where the level of instability leads to a growing need of efficient and talented human capital for adaptation on the part of companies incorporating the human dimension in their strategies is vital for organizations. Clearly articulated strategy, becomes a weapon to protect them from the competition. Unlike technology, the human dimension is difficult copy able and non-transferable, hence its incredible power. Ignoring the latter is unrealistic today (Keller and Campbell, 1992). Larger companies are often positioned as a leader through their human capital and General Electric Company is one amongst such companies.

In a globalized market, the level of competition and instability leads to a growing need for flexibility on the part of companies. In this context, the human factor, more static than the capital or the information definition, is often seen as an obstacle to the implementation of the strategy: for example, more than half of the operations of major restructuring (merger, diversification) do not achieve the desired result of sticking points related to human factors and social outcomes. On one hand, innovations in General Electric took place under a recognized structure; on the other hand, it is also evident that the company has taken significant steps in developing leadership among its human capital and aligning them with their corporate strategies throughout its history (Daft, 2007).

Thesis Statement

“Aligning human capital policies with corporate strategies has become an integral part of business in the global context, therefore, General Electric Company also emphasize over developing its human resource according to its strategies while giving immense importance to leadership development.”


Human Resource Management Strategy

General Electric's (GE's) business varies from power generation and aircraft engines to television programming and financial services. It is operating in more than 100 companies with about 315,000 employees around the world. Owing to such a miscellaneous range of commercial interests as well as a great number of employees, it is important for the company to make sure that its human resource management actions, initiatives and priorities are aligned with the business strategies (Stockman, 1999). This task has become easier with the support of strong leadership and engendering of homogenous culture across the company.

Different strategies have been detailed out by different managers and leaders of the company. For example, according to the vice president of GE for New Zealand and Australia, Sam Sheppard, management of the company and HR teams get together at the beginning of every year in order to review the pattern of common objectives and goals for the human resource functions. They also discuss what key elements of the HR strategy should be driven according to the external and internal customers and business objectives.

GE's global CEO Jeffrey Immelt takes one month out of the organization each year and travels from business to business to assist in the strategic HR planning ...
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