At The End Of Chapter 5 Of This Book Managing Human Resource ✓ Solved

At The End Of Chapter 5 Of This Book Managing Human Resources 17th

Read the case “Homegrown Talent: Mary Barra Rises to GM’s Top Post” from Chapter 5 of the book “Managing Human Resources” (17th edition by Snell, Morris, & Bohlander, 2016). Answer the following questions:

  1. Because Mary Barra's father also worked at General Motors, was her hiring an example of nepotism? If you were a business owner, would you want to hire relatives of your employees? What are the pros and cons of doing so?
  2. What role did Mary Barra play in advancing her career? What role did GM play in “growing” her career?

Style: Times New Roman, 12-point font, double-spaced, minimum of 1.5 pages excluding the cover page.

Sample Paper For Above instruction

Introduction

The phenomenon of nepotism in corporate hiring practices is often scrutinized for its implications on fairness, organizational culture, and meritocracy. The case of Mary Barra at General Motors (GM) provides a compelling example to analyze whether her hiring was an instance of nepotism and to explore the dynamics of her career progression within GM. This essay examines whether her familial connection constituted nepotism, discusses the advantages and disadvantages of hiring relatives in organizations, and analyzes how Barra's personal efforts combined with GM's developmental support contributed to her rise to the top position.

Nepotism or Meritocracy in Mary Barra’s Hiring

Nepotism typically refers to favoring relatives or friends in hiring or promotion decisions, often disregarding merit. Mary Barra’s case raises questions about whether her familial ties to GM—her father worked there—constitute nepotism. However, it is essential to consider the context and her individual accomplishments. Mary Barra's father had a modest role at GM, and Barra’s own credentials, education, and professional experience were significant determinants of her hiring and promotion. She earned a degree in electrical engineering from General Motors Institute (now Kettering University) and held various positions in the company, demonstrating competence and commitment. This indicates that her rise was primarily driven by merit, although her familial connection may have provided her with initial exposure or opportunities embedded within GM's corporate structure.

From a purely definitional standpoint, if her hiring was solely based on her family background without regard to her qualifications, it could be classified as nepotism. But based on available evidence, her career progression appears to reflect a merit-based trajectory facilitated by her skills and performance. Thus, her case exemplifies a nuanced scenario where family connection might have opened doors, but individual merit sustained her career growth.

Pros and Cons of Hiring Relatives in Organizations

Pros

  • Enhanced trust and loyalty: Family members might demonstrate higher dedication and loyalty, fostering a trustworthy work environment.
  • Reduced hiring costs: Family members who are vetted and trusted can reduce the costs associated with recruitment and training.
  • Strengthened organizational culture: Family connections can contribute to a cohesive organizational culture rooted in shared values.

Cons

  • Potential for favoritism: Nepotism can lead to perceptions of unfairness and undermine morale among other employees.
  • Reduced diversity: Relying heavily on family networks may limit diversity of thought and experience.
  • Risk of decreased competence: positions might be filled based on relationships rather than merit, risking organizational performance.
  • Conflict of interest: Personal relationships might interfere with objective decision-making.

Organizations must balance these pros and cons, considering the impact on fairness, organizational culture, and overall performance.

Role of Mary Barra in Her Career Advancement

Mary Barra’s career progression within GM exemplifies proactive personal development. She embraced opportunities for growth, taking on diverse roles in engineering, manufacturing, and management. Her willingness to assume challenging positions, coupled with her technical acumen and leadership skills, enabled her to demonstrate her capabilities. Barra cultivated a reputation for integrity, resilience, and strategic vision—traits essential for top executive roles.

Moreover, her mentorship and sponsorship by senior leaders within GM likely played a crucial role. Barra's dedication to continuous learning and her strategic networking within the company's hierarchy facilitated her visibility and influence, positioning her for executive leadership. Her career trajectory underscores the importance of personal agency in career development within corporate structures.

GM’s Role in Developing Mary Barra’s Career

GM actively contributed to Barra's career development through structured leadership programs, mentorship, and opportunities for cross-functional experience. The company’s comprehensive talent management and leadership development initiatives provided her with exposure to critical business functions and strategic decision-making forums. GM’s culture of promoting from within and its emphasis on leadership pipelines created an environment conducive to her ascension.

Furthermore, GM’s recognition of her potential and subsequent investments—such as executive training and high-visibility projects—facilitated her readiness for the CEO position. The company’s support and commitment to grooming talent exemplify a strategic approach to leadership development. GM’s investment in Barra’s growth not only benefited her individual career but also aligned with its broader talent retention and succession planning strategies.

Conclusion

In conclusion, Mary Barra’s hiring was influenced by her family background, but her career progression was largely driven by her merit, skills, and strategic efforts to grow within GM. While nepotism can have advantages, such as trust and loyalty, it also carries significant risks, including fairness concerns and reduced organizational diversity. GM played an integral role in nurturing her talent, providing her with the necessary opportunities and support to develop into its CEO. Ultimately, Barra’s example highlights the importance of a merit-based culture supported by organizational development programs, and it underscores the complex balance organizations must maintain when considering family ties in their recruitment and promotion practices.

References

  • Snell, S., Morris, S., & Bohlander, G. (2016). Managing Human Resources (17th ed.). Cengage Learning.
  • Goudreau, J. (2014). How Mary Barra Became GM's First Female CEO. Forbes.
  • Friedman, T. (2014). GM's New CEO Mary Barra: Leading the Future of Automobiles. Harvard Business Review.
  • HBR Staff. (2018). Developing Leadership Talent in Automotive Industry. Harvard Business Review.
  • David, F. R., & David, F. R. (2017). Strategic Management: Concepts and Cases. Pearson.
  • Carroll, A. B. (2015). Business and Society: Ethics, Sustainability, and Stakeholder Management. Cengage Learning.
  • Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson.
  • Kanter, R. M. (2012). Confidence: How Winning Streaks and Losing Streaks Begin and End. Crown Business.
  • Collins, J. (2001). Good to Great: Why Some Companies Make the Leap…and Others Don't. HarperBusiness.
  • Heath, C., & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. Crown Business.

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