Human resources best practices
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The document discusses several key aspects of human resource practices for quality management. It describes the shift from old to new paradigms of thinking about human resources, emphasizing employee involvement, empowerment, and obtaining worker commitment. Several leading practices are outlined, including integrating HR plans with strategic objectives, designing jobs to promote learning and flexibility, and empowering employees to make quality-related decisions. Key values like training and strategic perspective are also discussed.
Human resources best practices
- 1. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1 Human Resource Practices
- 2. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 2 Toyota Georgetown • “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.”
- 3. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 3 Human Resource Paradigms Old Thinking New Thinking People are part of the process Process requires external control Managers have to control what people do People design and improve processes Workers who run the process control it Managers must obtain commitment of workers
- 4. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Top 10 Highest Paying Jobs in the Philippines 1. Art director: P69,286 2. Geologist: P64,889 3. Aircraft pilot/navigator/flight engineer: P57,789 4. Mining/metallurgical engineer: P55,638 5. Computer programmer: P43,573 6. Systems analyst/designer: P42,112 7. Production supervisor/general foreman: P36,133 8. Actuarian: P35,480 9. Customer service associate: P35,424 10. Statistician: P35,010 4
- 5. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Top 10 Most In-Demand Jobs in the Philippines on 2013 1. Computer Programmer 2. Call Center Agent 3. Accountant 4. Nurse 5. IT Specialist 6. Online Teacher 7. Systems Analyst 8. Social Media Manager 9. Civil Engineer 10. Web/ Java Developers 5 Source: JobOpenings.ph
- 6. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 6 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 recognition approaches • Promote cooperation and collaboration through teamwork
- 7. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 7 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
- 8. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Key Values to Consider • Strategic Perspective • High Performance Work System • Employee Involvement • Empowerment • Open Communication • Training and Education • Collaboration • Compensation and Recognition • Performance Appraisal • Measuring Employee Satisfaction and Effectiveness 8
- 9. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 9 Strategic Perspective • HR plans should be linked to business strategy and aligned with business needs • Key choices – Planning – Staffing – Appraising – Compensating – Training and development
- 10. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 10 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
- 11. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 11 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
- 12. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 12 Hackman/Oldham Model Core job characteristics Critical psychological states Outcomes Skill variety Task identity Task significance Experienced meaningfulness of work Autonomy Feedback from job Experienced responsibility Knowledge of actual results High motivation High satisfaction High work effectiveness
- 13. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 13 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
- 14. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 14 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
- 15. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM • Hold individuals accountable • Hire the best people you can • Don't promote people just for the sake of promoting them • Keep teams small • Screw focus groups, make what you want Source: http://www.businessinsider.com/ 15
- 16. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 16 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.”
- 17. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 17 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
- 18. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM Open communication Encourage innovative ideas Learning program for high performers 18 Sharing of success and opportunities Solicit employee opinions Source: www.coca-colacompany.com
- 19. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 19 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
- 20. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 20 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
- 21. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 21 Types of Teams • Problem solving teams • Management teams • Work teams • Project teams • Virtual teams
- 22. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 22 Functions of Teams Implement solutions Identify problems Select problem Collect data Focus attention Find causesDevelop solutions Pick best solution Develop follow-up plan Solve Identify Analyze
- 23. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 23 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
- 24. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 24 Ingredients for Successful Teams (1 of 2 ) • Clarity in team goals • Improvement plan • Clearly defined roles • Clear communication • Beneficial team behaviors
- 25. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 25 Ingredients for Successful Teams (2 of 2) • Well-defined decision procedures • Balanced participation • Established ground rules • Awareness of group process • Use of scientific approach
- 26. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 26
- 27. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 27 “Whatever we accomplish is due to the combined effort. The organization must be with you or you don’t get it done… In my organization there is respect for every individual, and we all have a keen respect for the public… Of all the things I’ve done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.” -Walter Elias Disney
- 28. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 28 Compensation and Recognition • Compensation – Merit versus capability/performance based plans – Gainsharing • Recognition – Monetary or non-monetary – Formal or informal – Individual or group
- 29. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 29 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 • Make recognition fun
- 30. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 30 Performance Appraisal • How you are measured is how you perform! • Conventional appraisal systems – Focus on short-term results and individual behavior New approaches – Focus on company goals such as quality and behaviors like teamwork – 360-degree feedback
- 31. THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 31 Measuring Employee Satisfaction and Effectiveness • Satisfaction – Quality of worklife, 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