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Essay / Research Paper Abstract
This 16 page paper looks at the Mini Cooper operations of BMW in the UK and assesses different aspects of HRM policy and practice. The paper looks at issues such as motivation, job design and communication. The paper discusses both the underlying theories and the practices. The bibliography cites 12 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEminicop.rtf
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Unformatted sample text from the term paper:
the UK, the Mini Cooper factory in Oxford and a new plant in the midlands and the practices seen in the way threat HRM is used have changed for the
better taking the firm from one with a poor HRM record to one that is able to set examples for other companies. BMW gained Mini Cooper as a part
to the acquisition of Rover, The acquisition appeared to be going well to begin with. However, there were culture clashes. Moves taken by BMW to begin with, such as the
policy of no compulsory redundancies, came back to bite them in the late 1990s when the unions clashed with BMW management about how costs could be cut as car sales
suffered. Problems were also hindered with the failure of the UK to join the single European currency and the strong exchange rate, increasing the relative costs of production in the
UK. BMW also did not have the core competencies required to operate in this market, the learning curve was steep, when this occurs in difficult condition it results in
the failure to realise goals, and Rover continued to make losses and car sales in the UK continue to fall. This also impacted negatively with the backtracking on policies and
employment relations reached an all time low. There was a change of strategy in 2000 with the need to rationalise operations. Two sections of the company were seen as
profitable, the new Mini and Land Rover. The strategy settled on the splitting up of Rover and retaining the Mini division, here sales were seen as potentially meeting the original
aim of gaining a position in the smaller market that the company had originally. Divestment was difficult, but saved future debts and liabilities, Land Rover was sold to Ford at
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