Sec 15 Hr And Quality
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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
HUMAN RESOURCES AND QUALITY
2
HUMAN RESOURCES AND CUSTOMER SATISFACTION
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:
HUMAN RESOURCES AND QUALITY
3
HUMAN RESOURCES AND CUSTOMER SATISFACTION
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
5
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
ng business goals and results.
me, reprisals, or other consequences administered by a capricious management. Of co
HUMAN RESOURCES AND QUALITY
6
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
rmining root causes, evaluating possible problem solutions, and making process imp
ls and problem-solving skills.
HUMAN RESOURCES AND QUALITY
7
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
tory data, analytical software, and other computer-oriented communications.
ts, earnings, customer satisfaction, etc. Employees also need to know clearly how t
HUMAN RESOURCES AND QUALITY
8
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
s too much to expect; trust must be bilateral. Management cannot expect to trust t
HUMAN RESOURCES AND QUALITY
9
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
10
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
11
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
13
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
s gives orders and the worker carries them out, cannot be expected to adapt instan
m as shown in the figure:
HUMAN RESOURCES AND QUALITY
14
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
15
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
16
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
17
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
18
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
19
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
20
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
21
DESIGN PRINCIPLES OF WORK AND 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 part of the job. als are established. s encouraged. sts for periodic organization renewal. nt systems are in place for all teams and individuals.
HUMAN RESOURCES AND QUALITY
22
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ations and responsibilities, managing the interface between teams and their envir
HUMAN RESOURCES AND QUALITY
23
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
great, rather than control them. Successful managers are said to “champion” employe
ion).
s throughout the organization.
HUMAN RESOURCES AND QUALITY
24
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
2. 3. 4. 5. 6. 7. 8. 9. 10. 12. 13. 3.
HUMAN RESOURCES AND QUALITY
25
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
Role of the Empowered Manager versus the Traditional Management Role
HUMAN RESOURCES AND QUALITY
26
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
27
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
28
EMPLOYEE SELECTION
nization’s goals.
eams and shared leadership. To operate effectively in this environment, employees
HUMAN RESOURCES AND QUALITY
29
EMPLOYEE SELECTION
such as orientation to providing customer service and ability to persuade and sel
HUMAN RESOURCES AND QUALITY
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:
HUMAN RESOURCES AND QUALITY
31
RAINING IN A TOTAL QUALITY ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
32
RAINING IN A TOTAL QUALITY ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
37
AN RESOURCES CAN BE THE MOST EFFECTIVE
SUSTAINABLE COMPETITIVE ADVANTAGE
self a high-performing organization. The list of characteristics below might expla
HUMAN RESOURCES AND QUALITY
38
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
HUMAN RESOURCES AND QUALITY
2
HUMAN RESOURCES AND CUSTOMER SATISFACTION
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:
HUMAN RESOURCES AND QUALITY
3
HUMAN RESOURCES AND CUSTOMER SATISFACTION
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
5
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
ng business goals and results.
me, reprisals, or other consequences administered by a capricious management. Of co
HUMAN RESOURCES AND QUALITY
6
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
rmining root causes, evaluating possible problem solutions, and making process imp
ls and problem-solving skills.
HUMAN RESOURCES AND QUALITY
7
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
tory data, analytical software, and other computer-oriented communications.
ts, earnings, customer satisfaction, etc. Employees also need to know clearly how t
HUMAN RESOURCES AND QUALITY
8
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
s too much to expect; trust must be bilateral. Management cannot expect to trust t
HUMAN RESOURCES AND QUALITY
9
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
10
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
11
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
13
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
s gives orders and the worker carries them out, cannot be expected to adapt instan
m as shown in the figure:
HUMAN RESOURCES AND QUALITY
14
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
15
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
16
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
17
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
18
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
19
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
20
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
21
DESIGN PRINCIPLES OF WORK AND 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 part of the job. als are established. s encouraged. sts for periodic organization renewal. nt systems are in place for all teams and individuals.
HUMAN RESOURCES AND QUALITY
22
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
ations and responsibilities, managing the interface between teams and their envir
HUMAN RESOURCES AND QUALITY
23
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
great, rather than control them. Successful managers are said to “champion” employe
ion).
s throughout the organization.
HUMAN RESOURCES AND QUALITY
24
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
2. 3. 4. 5. 6. 7. 8. 9. 10. 12. 13. 3.
HUMAN RESOURCES AND QUALITY
25
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
Role of the Empowered Manager versus the Traditional Management Role
HUMAN RESOURCES AND QUALITY
26
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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.
HUMAN RESOURCES AND QUALITY
27
DESIGN PRINCIPLES OF WORK AND ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
28
EMPLOYEE SELECTION
nization’s goals.
eams and shared leadership. To operate effectively in this environment, employees
HUMAN RESOURCES AND QUALITY
29
EMPLOYEE SELECTION
such as orientation to providing customer service and ability to persuade and sel
HUMAN RESOURCES AND QUALITY
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:
HUMAN RESOURCES AND QUALITY
31
RAINING IN A TOTAL QUALITY ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
32
RAINING IN A TOTAL QUALITY ORGANIZATION
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
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
HUMAN RESOURCES AND QUALITY
37
AN RESOURCES CAN BE THE MOST EFFECTIVE
SUSTAINABLE COMPETITIVE ADVANTAGE
self a high-performing organization. The list of characteristics below might expla
HUMAN RESOURCES AND QUALITY
38
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