1 human resources in the baldrige award criteria examines how an organization’s work systems and...
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Human Resources in the Baldrige Award Criteria
Examines how an organization’s work systems and employee learning and motivation enables employees to develop and utilize their full potential in alignment with its overall objectives and action plans. Also examined are the 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 Learning and Motivation5.3 Employee Well-Being and Satisfaction
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Human Resource Paradigms
Old Thinking New Thinking
People are part of the process
Process requires external control
Managers have tocontrol what people do
People design andimprove processes
Workers who run theprocess control it
Managers must obtaincommitment of workers
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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 innovation, organizational learning, and flexibility
Develop effective performance management systems, compensation, and reward and recognition approaches
Promote cooperation and collaboration through teamwork
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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
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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
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Contemporary Work Systems Design Issues
Performer/job level: involvement and
empowerment
Process level: teams and teamwork
Organizational level: employee well-being,
human resources policies and strategies
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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
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Levels of Employee Involvement
1. Information sharing
2. Dialogue
3. Special problem
solving
4. Intra-group
problem solving
5. Inter-group problem
solving
6. Focused problem
solving
7. Limited self direction
8. Total self-direction
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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 instills them into the culture
Allows employees to solve problems at the source
Improves quality and productivity
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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.”
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Keys to 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
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Teams and Teamwork
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
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Types of Teams
Quality circles
Problem solving teams
Management teams
Work teams
Project teams
Virtual teams
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Roles in a Improvement Team
Team Leader
Recorder (Scribe)
Team Members
Facilitator
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Stages of Team Development
Forming
Storming
Norming
Performing
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Styles of Team Members (1 of 2)
(Glenn Parker, Team Players and Teamwork)
Contributor
• Does his/her homework, and pushes the team
to set high standards.
Communicator
An effective listener and facilitator of conflict
resolution, involvement, and consensus building.
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Styles of Team Members (2 of 2)
Collaborator
Is flexible and open to new ideas
Is willing to work outside his/her defined role.
Challenger
Questions the goals and methods
Is willing to disagree with the leader or higher
authority
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Ingredients for Successful Teams (1 of 2 ) (Peter Scholtes, The Team Handbook)
Clarity in team goals
Improvement plan
Clearly defined roles
Clear communication
Beneficial team behaviors
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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
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Human Resources Management Policies and Strategies
Recruitment, Retention, and Career
Development
Employee Commitment and Feedback
Performance Appraisal
Compensation, Reward, and Recognition
Measuring Employee Satisfaction and HRM
Effectiveness
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Recruitment, Retention, and Career Development
Identify desirable employee attributes –
skills, knowledge, characters, and
temperament
Provide effective mentoring and counseling
programs
Implement proactive training, education, and
career development systems
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Keys to Promoting Employee Commitment
Practice people-first values Communicate top-down & bottom-up Develop loyalty to the organization Articulate vision and values Attract people who fit the culture Provide hard-side and soft-side rewards Give people the opportunities to use a wide
variety of skills and knowledge
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Success Factors For EmployeeFeedback Systems
Serve as an improvement tool
Top management commitment
Education and communication
Involvement of all levels of employees
Not directly tied to the evaluation of an individual
Immediate actions in response to suggestions
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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
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Compensation and Recognition
Compensation
• Merit versus capability/performance based plans
• Gain-sharing Recognition
• Monetary or non-monetary
• Formal or informal
• Individual or group
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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
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Measuring Employee Satisfaction and Effectiveness
Satisfaction
• Quality of work life, teamwork, training, leadership, communications, benefits, compensation, internal suppliers and customers
Effectiveness
• Team and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness