Sec 15 HR and Quality

HUMAN RESOURCES AND QUALITY
1
HUMAN RESOURCES AND CUSTOMER SATISFACTION
hips throughout an organization. (We should note that human resources is commonly
n advanced form of employee involvement. Empowerment is a condition in which the
2
rpose; have the authority and opportunity to maximize their contribution; are capa
Empowerment = alignment X authority X capability X commitment
and be prepared to contribute effort to organization strategies, goals, objectives
at:
3
ee capability.
tive to achieve that success. The organization must earn the commitment of employe
rship, to good business results, and even to what Deming called “joy in the workpla
4
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
to build quality into its people is already halfway toward producing quality prod
ancial performance. The idea is to let everyone see the scorecard that the company
sures, etc. In a total quality system, employees are expected to be process manage
5
ng business goals and results.
me, reprisals, or other consequences administered by a capricious management. Of co
6
rmining root causes, evaluating possible problem solutions, and making process imp
ls and problem-solving skills.
7
tory data, analytical software, and other computer-oriented communications.
ts, earnings, customer satisfaction, etc. Employees also need to know clearly how t
8
s too much to expect; trust must be bilateral. Management cannot expect to trust t
9
o. Building trust takes lots of consistent actions over a long period of time. Man
truths.
allowing rumors to persist; failing to provide information.
sically, without adequate communication; separating them socially and psychologic
10
the organization’s considerable training investment and preservation of the caref
employment stability is essential before employees can be expected to work whole
r employment stability of the permanent work force. To cover peak activity and nee
11
ts purpose and execution. If the purpose of performance appraisal is to coach empl
that is tied to the employee’s pay and selection opportunities inhibits teamwork
12
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ion , and Customer .
e commitment and organizational performance focused on satisfying, and even delighting
eeds. They must know whether and how these needs are met, and what improvements can be
earn. To enable this to happen, the environment should provide the employees with:
es for accomplishing it, and the organization’s expectations of them.
tion is measured and fed back to the managers. The managers must routinely act on impr
13
s gives orders and the worker carries them out, cannot be expected to adapt instan
m as shown in the figure:
14
n Continuous Improvement .
t to be questioned, but to be followed. It usually results in compliance.
their opinions, discussed their opinions, then takes unilateral action.
team to work on a specific problem, such as improving the cleaning cycle on a re
15
nts an extension of the authority and responsibility of the natural team.
hing common goals throughout the organization.
l team, when the teams will meet, whether participation is required, whether the meetin
am leadership. Leadership is usually rotated every 6 to 12 months. Therefore, some trai
16
sible for its own actions and team results, and thus for the overall product and s
12- to 24-month intervals. Empowered teams distinguish themselves from traditiona
17
nvolvement at All Levels in Continuous Improvement .
ong the members of empowered teams and are ascribed to the environment created by
n rather than merely trying to satisfy the supervisor.
e the team.
ship responsibilities, sometimes willingly and sometimes reluctantly.
18
ovement .
ure teams, members are concerned about each other’s growth in the job—i.e., member
esire, and understand the organization’s direction.
e more motivation, and greater knowledge, they freely participate more toward the
19
n.
ployees every opportunity to perform at its best, This includes:
oyee chooses, so long as customer needs are met.

lity, with the understanding that he or she will also contribute in other areas as
h, employees receive updated information on financial figures, absenteeism, turnove
ice claims.
20
d , High - Performance Organization .
tomers . The focus is on the external customers, their needs, and the products or
has the structure and job designs in place to reduce variation in process and pro
l layers are few.
on the business and customers.
t to reduce variances at the source.
ng.
e free-flowing and unobstructed.
and who the critical customers are, what their needs are, and how to meet the cust
omer input are used for managing the business.
les :
vision, which is shared with and understood by all in the organization.

ecisions are based on a stated philosophy, which refers to the organization’s miss
21
igh - Performance Organization .
uit of Continuous Improvement and Innovation . The Baldrige Award is itsel
ts supporting systems encourage all employees to improve products, processes, team

part of the job.
als are established.
s encouraged.
sts for periodic organization renewal.
nt systems are in place for all teams and individuals.
22
ations and responsibilities, managing the interface between teams and their envir
23
great, rather than control them. Successful managers are said to “champion” employe
ion).
s throughout the organization.
24
2.
3.
4.
5.
6.
7.
8.
9.
10.
12.
13.
3.
25
Role of the Empowered Manager versus the Traditional Management Role
26
Manager versus the Traditional Management Role .
e elements: (1) leadership, (2) communication, (3) team development, (4) boundary man
olves four tasks:
en intervention and freedom.

team leadership.
responsibilities for good communication include :

und in vision, mission, and values.
objectives of the larger organization.
ectations and consequences.
lls and knowledge to team members effectively.
s to understand their personal goals and interests.
and promote winning attitude.
ere, specific, and timely feedback on current performance of individuals, team, and
eded information.
27
powered Manager versus the Traditional Management Role .
t . This involves people and technology. The coach’s roles and responsibilities reg
am to maturity.
d assist others in developing empowering habits.
inuous learning.
sel.
ent . The coach’s roles and responsibilities here include:

the team receives the information and resources needed to manage its operations.
m understand the scope and limits of its decision-making responsibilities.
m learn how to make its assigned decisions.
ment . The coach here commits the time and energy to:
uously
and pleasure in the work
he new coaching role for managers
technical skills necessary to manage the team
people necessary to coach the team
28
EMPLOYEE SELECTION
nization’s goals.
eams and shared leadership. To operate effectively in this environment, employees
29
EMPLOYEE SELECTION
such as orientation to providing customer service and ability to persuade and sel
30
RAINING IN A TOTAL QUALITY ORGANIZATION
ganizations shows that for a new (“green field”) high-performance facility or a bus
rocess for developing multiple skills includes such steps as:
31
the top of the organization. To ensure effectiveness of course on creativity, upp
tem, skills are often required to be certified by a training team before an emplo
32
developing technical skills and social skills. Technical skills are the job relat
ow the various pieces of the organization fit together. With knowledge of the big
33
TEGRATION OF THE COMMITTED PEOPLE WITH THE TOTAL QUALITY SYSTEM
nts as process operations, equipment, methods, instrumentation, procedures, knowledg
account numerous factors, including individual attitudes and beliefs, employee-empl
34
TEGRATION OF THE COMMITTED PEOPLE WITH THE TOTAL QUALITY SYSTEM
laborative rather than competitive relationship with team members is important.

ecisions.
eable to the team’s behaviors.

customers what it is measuring.
ch combine various measures into a single number are often too complicated to und
35
POSITIVE REINFORCEMENT
vation and behaviors. Daniels defines performance management as “a systematic, data
le to the performer and the customer.
e additional empowerment elements (such as information, skill training).
self (intrinsic motivation), or subordinates. Good reinforcement should be positi
36
POSITIVE REINFORCEMENT
irst to set an achievable goal rather than one large goal. Then when they reach th
ful performances are frequently associated with lots of positive consequences alo
teresting or stimulating, that build competence and pride, that promote self-contr
37
AN RESOURCES CAN BE THE MOST EFFECTIVE SUSTAINABLE COMPETITIVE ADVANTAGE
self a high-performing organization. The list of characteristics below might expla
38

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HUMAN RESOURCES AND QUALITY

n advanced form of employee involvement. Empowerment is a condition in which the

Empowerment = alignment X authority X capability X commitment

and be prepared to contribute effort to organization strategies, goals, objectives

ng business goals and results.

me, reprisals, or other consequences administered by a capricious management. Of co

ls and problem-solving skills.

tory data, analytical software, and other computer-oriented communications.

the organization’s considerable training investment and preservation of the caref

employment stability is essential before employees can be expected to work whole

ts purpose and execution. If the purpose of performance appraisal is to coach empl

ion , and Customer .

e commitment and organizational performance focused on satisfying, and even delighting

m as shown in the figure:

t to be questioned, but to be followed. It usually results in compliance.

their opinions, discussed their opinions, then takes unilateral action.

team to work on a specific problem, such as improving the cleaning cycle on a re

nts an extension of the authority and responsibility of the natural team.

hing common goals throughout the organization.

am leadership. Leadership is usually rotated every 6 to 12 months. Therefore, some trai

12- to 24-month intervals. Empowered teams distinguish themselves from traditiona

nvolvement at All Levels in Continuous Improvement .

n rather than merely trying to satisfy the supervisor.

ship responsibilities, sometimes willingly and sometimes reluctantly.

esire, and understand the organization’s direction.

ployees every opportunity to perform at its best, This includes:

oyee chooses, so long as customer needs are met.

d , High - Performance Organization .

vision, which is shared with and understood by all in the organization.

igh - Performance Organization .

uit of Continuous Improvement and Innovation . The Baldrige Award is itsel

ts supporting systems encourage all employees to improve products, processes, team

s throughout the organization.

Role of the Empowered Manager versus the Traditional Management Role

Manager versus the Traditional Management Role .

olves four tasks:

en intervention and freedom.

responsibilities for good communication include :

powered Manager versus the Traditional Management Role .

ent . The coach’s roles and responsibilities here include:

eams and shared leadership. To operate effectively in this environment, employees

rocess for developing multiple skills includes such steps as:

the top of the organization. To ensure effectiveness of course on creativity, upp

nts as process operations, equipment, methods, instrumentation, procedures, knowledg

account numerous factors, including individual attitudes and beliefs, employee-empl

laborative rather than competitive relationship with team members is important.

eable to the team’s behaviors.

vation and behaviors. Daniels defines performance management as “a systematic, data

le to the performer and the customer.

e additional empowerment elements (such as information, skill training).

self (intrinsic motivation), or subordinates. Good reinforcement should be positi

self a high-performing organization. The list of characteristics below might expla

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