evans & lindsay (2008) managing for quality and performance excellence, 7e · 2/4/2011 1...
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2/4/2011
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Chapter 6Chapter 6Human Resource
Practices
Evans & Lindsay (2008) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e
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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
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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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.”
Key Idea
Businesses are learning that to satisfy customers, they must first satisfy employees.
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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employees.
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Objectives of HRM
To build a high-performance workplace and maintain an environment for quality excellence to enable employees and the
i ti t hi t t i bj ti
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organization to achieve strategic objectives and adapt to change.
Key Activities in HRM
Determine organization’s HR needs to build a high-performance workplaceAssist in design of work systemsR it l t t i & d l l
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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Recruit, select, train & develop, counsel, motivate, and reward employeesAct as liaison with unions & governmentHandle other matters of employeewell-being
Leading Practices (1 of 2)
Promote cooperation and skill sharing across work units and locationsDesign work and jobs to promote cooperation, initiative, empowerment, innovation, and organizational culture
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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organizational culture Empower individuals and teams to make decisions that affect quality and customer satisfactionDevelop effective performance management systems, compensation, and reward and recognition approaches
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Leading Practices (2 of 2)
Effective processes for hiring and career progressionMake extensive investments in training and educationMotivate employees to develop and use their full
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Motivate employees to develop and use their full potentialMaintain a work environment conducive to the well-being and growth of all employeesMonitor extent and effectiveness of HR practices and measure employee satisfaction
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
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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accountable
Types of Teams
Management teamsNatural work teamsSelf managed teamsVi t l t
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Virtual teams Quality circlesProblem solving teamsProject teams
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Key Idea
The three basic functions of quality circles and problem-solving teams are to identify, analyze, and solve quality and
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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identify, analyze, and solve quality and productivity problems.
Functions of Teams
Implementsolutions
Identifyproblems Select
problem
CollectDevelop
Identify
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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Collectdata
Focus attention
Find causesDevelop
solutions
Pick bestsolution
Developfollow-up
planSolve
Analyze
Key Idea
The key stages of a team’s life cycle are called forming, storming, norming, performing, and adjourning.
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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performing, and adjourning.
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Ingredients for Successful Teams (1 of 2 )
Clarity in team goalsImprovement plan
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p pClearly defined rolesClear communicationBeneficial team behaviors
Ingredients for Successful Teams (2 of 2)
Well-defined decision proceduresBalanced participation
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Established ground rulesAwareness of group processUse of scientific approach
Six Sigma Project TeamsChampions – senior managers who promote Six SigmaMaster Black Belts – highly trained experts responsible for strategy, training, mentoring, deployment, and results.Black Belts Experts who perform technical
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Black Belts – Experts who perform technical analyses Green Belts – functional employees trained in introductory Six Sigma toolsTeam Members – Employees who support specific projects
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High Performance Work Systems
Work and Job Design
Compensation and recognition
Health and
Flexibility
Innovation
Knowledge and skill
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Employee Involvement
Suggestion systems
Empowerment
Training and Education
Teamwork and Cooperation
Health and safety
gsharing
Organizational alignment
Customer focus
Rapid response
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
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Job design responsibilities and tasks assigned to individuals
Key Idea
The design of work should provide individuals with both the intrinsic and extrinsic motivation to achieve quality and
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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extrinsic motivation to achieve quality and operational performance objectives.
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Enhancing Work Design
Job enlargement – expanding workers’ jobsJob rotation ha ing orkers learn
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Job rotation – having workers learn several tasks and rotate among them Job enrichment – granting more authority, responsibility, and autonomy
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
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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objectives of tapping the creative energies of all employees and improving their motivation
Key Idea
EI approaches can range from simple sharing of information or providing input on work-related issues and making
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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work related issues and making suggestions to self-directed responsibilities such as setting goals,making business decisions, and solving problems, often in cross-functional teams.
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Advantages of EIReplaces adversarial mentality with trust and cooperationDevelops skills and
Helps people understand quality principles and instilling them into the organization’s culture
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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leadership abilitiesIncreases morale and commitmentFosters creativity and innovation
organization s cultureAllows employees to solve problems at the sourceImproves quality and productivity
Empowerment
Giving people authority to make decisions based on what they feel is right, to have control over their work, to
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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take risks and learn from mistakes, and to promote change.
“A sincere belief and trust in people.”
Successful Empowerment
Provide education, resources, and encouragementRemove restrictive policies/proceduresFoster an atmosphere of trustShare information freely
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Share information freelyMake work valuableTrain managers in “hands-off” leadershipTrain employees in allowed latitude
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Key Idea
Meeting and exceeding customer expectations begins with hiring the right people whose skills and attitudes will
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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people whose skills and attitudes will support and enhance the organization’s objectives.
Training and Education
Quality awarenessLeadership Project managementCommunications
Meeting customer requirementsProcess analysisProcess simplification
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Communications Teamwork Problem solvingInterpreting and using data
Process simplificationWaste reductionCycle time reductionError proofing
Key Idea
Customer needs and strategic directions should drive training strategies.
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Compensation and Recognition
CompensationMerit versus capability/performance based plansG
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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GainsharingRecognition
Monetary or non-monetaryFormal or informalIndividual or group
Key Idea
Recognition provides a visible means of promoting quality efforts and telling employees that the organization values
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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employees that the organization values their efforts, which stimulates their motivation to improve.
Effective Recognition and Reward Strategies
Give both individual and team awardsInvolve everyoneTie rewards to quality
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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q yAllow peers and customers to nominate and recognize superior performancePublicize extensivelyMake recognition fun
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Key Idea
There is no such thing as an unmotivated employee, but the system within which people work can either seriously impede
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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people work can either seriously impede motivation or enhance it.
Performance Appraisal
How you are measured is how you perform!Conventional appraisal systems
Focus on short-term results and individual
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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behavior; fail to deal with uncontrollable factors New approaches
Focus on company goals such as quality and behaviors like teamwork360-degree feedback; mastery descriptions
Key Idea
Performance appraisals are most effective when they are based on the objectives that support the strategic directions of the
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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that support the strategic directions of the organization, best practices, and continuous improvement.
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Measuring Employee Satisfaction and Effectiveness
SatisfactionQuality of worklife, teamwork, communications, training, leadership,
ti b fit i t l li
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compensation, benefits, internal suppliers and customers
EffectivenessTeam and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness
Key Idea
HR measures allow companies to predict customer satisfaction, identify those issues that have the greatest impact on
Evans & Lindsay, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008Dr. Owlia, Yazd University
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issues that have the greatest impact on business performance, and allocate appropriate resources.
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