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HUMAN RESOURCES AND QUALITY

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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

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HUMAN RESOURCES AND QUALITY
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:

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS

ng business goals and results.

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

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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS

rmining root causes, evaluating possible problem solutions, and making process imp

ls and problem-solving skills.

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
HEALTHY HUMAN RELATIONS : THE BUILDING BLOCKS

s too much to expect; trust must be bilateral. Management cannot expect to trust t

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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:

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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.

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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.

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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.

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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION

ations and responsibilities, managing the interface between teams and their envir

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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION

great, rather than control them. Successful managers are said to “champion” employe

ion).

s throughout the organization.

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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION

2.
3.
4.
5.
6.
7.
8.
9.
10.
12.
13.

3.

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HUMAN RESOURCES AND QUALITY
DESIGN PRINCIPLES OF WORK AND ORGANIZATION

Role of the Empowered Manager versus the Traditional Management Role

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HUMAN RESOURCES AND QUALITY
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.

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
EMPLOYEE SELECTION

nization’s goals.

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

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HUMAN RESOURCES AND QUALITY
EMPLOYEE SELECTION

such as orientation to providing customer service and ability to persuade and sel

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HUMAN RESOURCES AND QUALITY
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:

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
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

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HUMAN RESOURCES AND QUALITY
AN RESOURCES CAN BE THE MOST EFFECTIVE SUSTAINABLE COMPETITIVE ADVANTAGE

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

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HUMAN RESOURCES AND QUALITY