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Transcript of 11/10/02SJSU Bus. 142 - David Bentley1 Chapter 6 – Human Resource Practices Key activities,...
11/10/02 SJSU Bus. 142 - David Bentley 1
Chapter 6 – Human Resource Practices
Key activities, Leading practices, Work design, Job design, Employee
involvement, Empowerment, Training and education, Teams, Compensation and recognition,
Motivation, Performance appraisal, Baldrige criteria
Rev. 04/10/06 SJSU Bus. 142 - David Bentley 2
Toyota Georgetown, KY “We’ve got nothing, technology-wise, that
anyone else can’t have. There’s no secret Toyota Quality Machine out there. The quality machine is the workforce -- the team members on the paint line, the suppliers, the engineers -- everybody who has a hand in production here takes the attitude that we’re making world-class vehicles.”
4 time winner of J.D. Power Gold Plant Quality Award
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Mod. 11/18/02 DAB
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Human Resource Paradigms
Old Thinking New ThinkingPeople are part of the
process
Process requires external control
Managers have tocontrol whatpeople do
People design andimprove processes
Workers who run theprocess control it
Managers must obtaincommitment of workers
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Key Activities in HRM
Determine organization’s HR needs to build a high-performance workplace
Assist in design of work systems Recruit, select, train & develop, counsel,
motivate, and reward employees Act as liaison with unions & government Handle other matters of employee
well-being
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Leading Practices (1 of 2)
Integrate HR plans with overall strategic objectives and action plans
Design work and jobs to promote organizational learning, innovation, and flexibility
Develop effective performance management systems, compensation, and reward and recognition approaches
Promote cooperation and collaboration through teamwork
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Leading Practices (2 of 2)
Empower individuals and teams to make decisions that affect quality and customer satisfaction
Make extensive investments in training and education
Maintain a work environment conducive to the well-being and growth of all employees
Monitor extent and effectiveness of HR practices and measure employee satisfaction
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Strategic Perspective
HR plans should be linked to business strategy and aligned with business needs
Key choices on a continuum (see Table 6.3, page 272) Planning Staffing Appraising Compensating Training and development
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Mod. 11/18/02 DAB
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High Performance Work Systems
Work and Job Design
Employee Involvement
Suggestion systems
Empowerment
Training and Education
Teamwork and Cooperation
Compensation and recognition
Health and safety
Flexibility
Innovation
Knowledge and skill sharing
Organizational alignment
Customer focus
Rapid response
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Designing High Performance Work Systems
Work design - how employees are organized in formal and informal units (departments, teams, etc.)
Job design - responsibilities and tasks assigned to individuals
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Work Design Issues Performer/job level: initiative
and motivation Process level: cooperation and
teamwork Organizational level: well-
being; link to strategy
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Hackman/Oldham Work Design Model
Core jobcharacteristics
Criticalpsychological states
Outcomes
Skill varietyTask identityTask significance
Experiencedmeaningfulness of work
Autonomy
Feedbackfrom job
Experiencedresponsibility
Knowledge of actual results
High motivation
High satisfaction
High workeffectiveness
Moderators
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Mod. 11/18/02 DAB
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Employee Involvement
Employee Involvement - any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Levels of Employee Involvement
1. Information sharing
2. Dialogue3. Special problem
solving4. Intra-group
problem solving
5. Inter-group problem solving
6. Focused problem solving
7. Limited self-direction
8. Total self-direction
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Advantages of EI Replaces
adversarial mentality with trust and cooperation
Develops skills and leadership abilities
Increases morale and commitment
Fosters creativity and innovation
Helps people understand quality principles and instilling them into the organization’s culture
Allows employees to solve problems at the source
Improves quality and productivity
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Empowerment Giving people authority to make
decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change.
“A sincere belief and trust in people.”
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Successful Empowerment
Provide education, resources, and encouragement
Remove restrictive policies/procedures Foster an atmosphere of trust Share information freely Make work valuable Train managers in “hands-off” leadership Train employees in allowed latitude
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Training and Education Quality awareness Leadership Project
management Communications Teamwork Problem solving Interpreting and
using data
Meeting customer requirements
Process analysis Process
simplification Waste reduction Cycle time
reduction Error proofing
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Teams
Team - a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
Effective teams are goal-centered, independent, open, supportive, and empowered
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Types of Teams
Quality circles Problem solving teams Management teams Natural work teams Project teams [Quality Improvement Teams
(QITs) or Process Improvement Teams (PITs)] Virtual teams Six Sigma teams
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Functions of Teams
Implement solutions
Identifyproblems Select
problem
Collect data
Focus attention
Find causesDevelop
solutions
Pick best solution
Developfollow-up plan
Solve
Identify
Analyze
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Six Sigma Project Teams Champions – senior managers who promote
Six Sigma Master Black Belts – highly trained experts
responsible for strategy, training, mentoring, deployment, and results.
Black Belts – Experts who perform technical analyses
Green Belts – functional employees trained in introductory Six Sigma tools
Team Members – Employees who support specific projects
THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson LearningTM
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Self-Managed Teams Empowered Plan, control,
improve work processes
Set own goals and inspect own work
Schedule & review performance
Prepare budgets & coordinate work
Order materials, keep inventory, & deal with suppliers
Acquire any needed training
Hire replacements or discipline members
Take responsibility for quality
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Ingredients for Successful Teams (1 of 2 )
Clarity in team goals Improvement plan Clearly defined roles Clear communication Beneficial team behaviors
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Ingredients for Successful Teams (2 of 2)
Well-defined decision procedures Balanced participation Established ground rules Awareness of group process Use of scientific approach
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Compensation and Recognition
Compensation Merit versus
capability/performance based plans
Gainsharing Recognition
Monetary or non-monetary Formal or informal Individual or group
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Compensation What’s fair?
Everyone paid the same By amount of time worked (hours) By job content (job classification /
ranking) By output (quantity) By knowledge (education, experience) By supply and demand By demonstrated skills
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Effective Recognition and Reward Strategies
Give both individual and team awards Involve everyone Tie rewards to quality Allow peers and customers to nominate
and recognize superior performance Publicize extensively Make recognition fun
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Managing HR in a TQ Environment
Recruitment and Career Development
Motivation Performance Appraisal Measuring Employee Satisfaction
and HRM Effectiveness
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Motivation An individual’s response to a felt need Theories
Content Theories: Maslow; MacGregor; Herzberg – static, how & why
Process Theories: Vroom; Porter & Lawler – dynamic, situational
Environmentally-based Theories: Skinner; Adams; Bandura, Snyder & Williams – integrate multiple theories
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Mod. 11/18/02 DAB
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Performance Appraisal How you are measured is how you
perform! Conventional appraisal systems
Focus on short-term results and individual behavior; fail to deal with uncontrollable factors
New approaches Focus on company goals such as quality and
behaviors like teamwork 360-degree feedback; mastery descriptions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Measuring Employee Satisfaction and Effectiveness
Satisfaction Quality of work life, teamwork,
communications, training, leadership, compensation, benefits, internal suppliers and customers
Effectiveness Team and individual behaviors; cost,
quality, and productivity improvements; employee turnover; suggestions; training effectiveness
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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TQ and Labor Relations Union-management cooperation National Labor Relations Board
(NLRB) rulings on employee participation programs
Current legislative proposals and actions
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Human Resources in the Baldrige Award Criteria
The Human Resource Focus Category examines how an organization motivates and enables employees to develop and utilize their full potential in alignment with the organization’s overall objectives and action plans. Also examined are the organization’s efforts to build and maintain a work environment and an employee support climate conducive to performance excellence and to personal and organizational growth.
5.1 Work Systems5.2 Employee Education, Training, and Development5.3 Employee Well-Being and Satisfaction
a. Work Environmentb. Employee Support and Satisfaction
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM