HR Boeing
Human Resources Management at Boeing
Company Overview
Corporate Citizenship
Corporate Governance Strategies at Boeing 5
CSR and Ethical Training
Boeing's CSR Progress
Boeing is the world's largest aerospace company and the leading manufacturer of commercial jetliners and military aircraft combined. Boeing has built a model that focuses on operating sustainably and being good corporate citizens. However, to effectively integrate an effective CSR model so that the employees use this on a tactile level this will require a significant training effort. This analysis will provide a brief overview of the company, their CSR statements and desired outcomes, as well as provide some analysis on the training that the organization will need to conduct in order to meet its objectives.
Company Overview
Boeing is the world's largest aerospace company and the leading manufacturer of commercial jetliners and military aircraft combined; Boeing also designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems (Boeing, N.d.). The organization also sells its goods and services internationally to over 150 countries which makes it one of the U.S.'s largest exporters. Boeing also is one of the prime contractors for the International Space Station (ISS) and provides services to NASA to further space exploration (Boeing, N.d.).
Boeing's history and its current operations are impressive. To propel its current operations it has over one hundred sixty thousand employees in the United States as well as in more than sixty-five countries. If you count Boeing suppliers then the figures are literally in the hundreds of thousands of employees throughout their international supply chain networks. The company's international headquarters are in Chicago and had total revenues that exceed ninety billion in 2014; seventy percent of its commercial airplane revenues come from outside of the United States (Boeing, 2015).
Corporate Citizenship
Boeing recognizes that in the future it will be necessary to uphold a growth strategy that includes sustainability and the fact that they must be good corporate citizens. The concept of corporate citizenship appeared in the literature in the 1980s and has been continually developed since that time; yet there has not been definition for corporate citizenship that has been agreed upon (Matten & Crane, 2006). There are many parallels in this model to other models such as corporate social responsibility and corporate ethics.
Furthermore, many compare the roles of corporate citizens to private citizens. For example, corporations should have the same responsibilities as private citizens which include an economic component, a legal component, an ethical component as well as a philanthropic component (Carroll, 2003). This seems like a relevant model since it has been argued that corporations have many of the same rights as citizens and thus they should also have similar responsibilities.
Boeing defines there aims at being good corporate citizens by highlighting three essential functions in a corporation: products/services, business practices, and community engagement (Boeing, 2012). By defining the model, the organization can have a better chance of building the principles into the culture. It also allows for a more systematic approach in training programs to ensure the concept of Boeing as a corporate citizen is disseminated throughout the organization and its suppliers throughout the supply chain.
Figure 2 - Boeing's Corporate Citizenship Model (Boeing, 2012)
Corporate Governance Strategies at Boeing
Boeing's organization is structured in a way in which business is conducted by its employees, managers and corporate officers who are ultimately led by the chief executive officer as well as with oversight from the Board of Directors. The Board's Governance, Organization and Nominating Committee are responsible for periodically reviewing and updating Boeing's corporate governance principles and current practices (Boeing, 2012).
The board and the officers of the Boeing Company recognize the importance of being responsive to the concerns of the shareholders; both internal and external. Because of the importance of being a good corporate citizen, Boeing has constructed a Code of Ethical Business Conduct whose purpose is to assess the different areas of ethical risks, provide guidance to help them continue to effectively recognize and deal with ethical issues, and help to continue to foster and sustain a culture of honesty and accountability (Boeing, 2012).
The Governance, Organization and Nominating (GON) Committee reviews annually the skills and characteristics required of directors in light of the Board's composition. This assessment includes consideration of experience in areas that are relevant to Boeing's global activities, such as operations, international business, manufacturing, finance, government, marketing, technology and public policy, as well as...
aviation is automation. Automation has been a part of aviation far longer than it has been a part of any other industry or cause, and aviation has been multi-cultural since the first flight across the Atlantic. In light of the recent global changes in aviation, after recent terrorist acts, there is a much greater international need for a culture of safety that alleviates the rational fears of the public.
Wired. June 15, 2012. Retrieved online: http://www.wired.com/dangerroom/2012/06/grey-eagle/ The Boeing Company (n.d.). Human factors. Retrieved online: http://www.boeing.com/commercial/aeromagazine/aero_08/human_textonly.html Hayhurst, K.J., Maddalon, J.M. Miner, P.S., DeWalt, M.P. & McCormick, G.F. (2006). Unmanned aircraft hazards and their implications for regulation. Retrieved online: http://shemesh.larc.nasa.gov/people/jmm/5B1_201hayhu.pdf Helmreich, R.L., Merritt, a.C., & Wilhelm, J.A. (1999). The evolution of crew resource management training in commercial aviation. Retrieved online: http://homepage.psy.utexas.edu/homepage/group/helmreichlab/publications/pubfiles/Pub235.pdf Mulenberg, J. (n.d.). Crew resource management improves decision making. NASA. Retrieved online: http://www.nasa.gov/offices/oce/appel/ask/issues/42/42i_crew_resource_management_prt.htm NASA
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