Quản trị kinh doanh - Chapter 8: Human resources

Chapter 8Human Resources1Lecture OutlineHuman Resources and Quality ManagementChanging Nature of Human Resources ManagementContemporary Trends in Human Resources ManagementEmployee CompensationManaging Diversity in WorkplaceJob DesignJob AnalysisLearning CurvesCopyright 2011 John Wiley & Sons, Inc.8-2Human Resources and Quality ManagementEmployees play important role in quality managementMalcolm Baldrige National Quality Award winners have a pervasive human resource focusEmployee training and education are recognized as necessary long-term investmentsEmployees have power to make decisions that will improve quality and customer serviceStrategic goals for quality and customer satisfaction require teamwork and group participationCopyright 2011 John Wiley & Sons, Inc.8-3Changing Nature of Human Resources ManagementScientific managementBreaking down jobs into elemental activities and simplifying job designJobsComprise a set of tasks, elements, and job motions (basic physical movements)In a piece-rate wage system, pay is based on outputAssembly-line Production meshed with principles of scientific managementAdvantages of task specializationHigh output, low costs, and minimal trainingDisadvantages of task specializationBoredom, lack of motivation, and physical and mental fatigueCopyright 2011 John Wiley & Sons, Inc.8-4Employee MotivationMotivationwillingness to work hard because that effort satisfies an employee needImproving Motivationpositive reinforcement and feedbackeffective organization and disciplinefair treatment of peoplesatisfaction of employee needssetting of work-related goalsImproving Motivation (cont.)design of jobs to fit employeework responsibilityempowermentrestructuring of jobs when necessaryrewards based on company as well as individual performanceachievement of company goalsCopyright 2011 John Wiley & Sons, Inc.8-5Evolution of Theories of Employee MotivationCopyright 2011 John Wiley & Sons, Inc.8-6Self-actualizationEsteemSocialSafety/SecurityPhysiological (financial)Abraham Maslow’s Pyramid of Human NeedsDouglas McGregor’sTheory X and Theory YTheory X EmployeeDislikes workMust be coercedShirks responsibilityLittle ambitionSecurity top motivatorTheory Y EmployeeWork is naturalSelf-directedControlledAccepts responsibilityMakes good decisionsFrederick Herzberg’sHygiene/MotivationTheoriesHygiene FactorsCompany policiesSupervisionWorking conditionsInterpersonal relationsSalary, status, securityMotivation FactorsAchievementRecognitionJob interestResponsibilityGrowthAdvancementContemporary Trends in Human Resources ManagementJob trainingextensive and variedtwo of Deming’s 14 points refer to employee education and trainingCross Trainingan employee learns more than one jobJob rotationhorizontal movement between two or more jobs according to a planEmpowermentgiving employees authority to make decisionsTeamsgroup of employees work on problems in their immediate work areaCopyright 2011 John Wiley & Sons, Inc.8-7Contemporary Trends in Human Resources ManagementJob enrichmentvertical enlargementallows employees control over their workhorizontal enlargementan employee is assigned a complete unit of work with defined start and endFlexible work schedulespart of a daily work schedule in which employees can choose time of arrival and departureAlternative workplacenontraditional work locationTelecommutingemployees work electronically from a location they chooseTemporary and part-time employeesmostly in fast-food and restaurant chains, retail companies, package delivery services, and financial firmsCopyright 2011 John Wiley & Sons, Inc.8-8Employee CompensationTypes of payhourly wagethe longer someone works, the more s/he is paidindividual incentive or piece rateemployees are paid for the number of units they produce during the workdaystraight salarycommon form of payment for managementcommissionsusually applied to sales and salespeopleCopyright 2011 John Wiley & Sons, Inc.8-9Employee CompensationGainsharingan incentive plan joins employees in a common effort to achieve company goals in which they share in the gainsProfit sharingsets aside a portion of profits for employees at year’s endCopyright 2011 John Wiley & Sons, Inc.8-10Managing Diversity in WorkplaceWorkforce has become more diverse4 out of every 10 people entering workforce during the decade from 1998 to 2008 will be members of minority groupsIn 2000 U.S. Census showed that some minorities, primarily Hispanic and Asian, are becoming majoritiesCompanies must develop a strategic approach to managing diversityCopyright 2011 John Wiley & Sons, Inc.8-11Affirmative Action and Managing DiversityAffirmative actionan outgrowth of laws and regulationsgovernment initiated and mandatedcontains goals and timetables designed to increase level of participation by women and minorities to attain parity levels in a company’s workforcenot directly concerned with increasing company success or increasing profitsManaging diversityprocess of creating a work environment in which all employees can contribute to their full potential in order to achieve a company’s goalsvoluntary in nature, not mandatedseeks to improve internal communications and interpersonal relationships, resolve conflict, and increase product quality, productivity, and efficiencyCopyright 2011 John Wiley & Sons, Inc.8-12Diversity Management ProgramsEducationAwarenessCommunicationFairnessCommitment8-13Global Diversity IssuesCultural, language, geographysignificant barriers to managing a globally diverse workforceE-mails, faxes, Internet, phones, air travelmake managing a global workforce possible but not necessarily effectiveHow to deal with diversity?identify critical cultural elementslearn informal rules of communicationuse a third party who is better able to bridge cultural gapbecome culturally aware and learn foreign languageteach employees cultural norm of organizationCopyright 2011 John Wiley & Sons, Inc.8-14Attributes of Good Job DesignAn appropriate degree of repetitivenessAn appropriate degree of attention and mental absorptionSome employee responsibility for decisions and discretionEmployee control over their own jobGoals and achievement feedbackA perceived contribution to a useful product or serviceOpportunities for personal relationships and friendshipsSome influence over the way work is carried out in groupsUse of skillsCopyright 2011 John Wiley & Sons, Inc.8-15Factors in Job DesignTask analysishow tasks fit together to form a jobWorker analysisdetermining worker capabilities and responsibilities for a jobEnvironment analysisphysical characteristics and location of a jobErgonomicsfitting task to person in a work environmentTechnology and automationbroadened scope of job designCopyright 2011 John Wiley & Sons, Inc.8-16Elements of Job DesignCopyright 2011 John Wiley & Sons, Inc.8-17Job AnalysisMethod Analysis (work methods)Study methods used in the work included in the job to see how it should be doneUse a variety of charts that illustrate in different ways how a job or work process is doneCopyright 2011 John Wiley & Sons, Inc.8-18Process Flowchart SymbolsCopyright 2011 John Wiley & Sons, Inc.8-19Operation:An activity directly contributing to product or serviceStorage:Store of the product or serviceInspection:Examining the product or service for completeness, irregularities, or qualityTransportation:Moving the product or service from one location to anotherDelay:Process having to waitProcess FlowchartCopyright 2011 John Wiley & Sons, Inc.8-20Worker-Machine ChartCopyright 2011 John Wiley & Sons, Inc.8-21– 1– 2– 3– 4– 5– 6– 7– 8– 9Key in customer dataon cardFeed data card inPosition customer for photoTake pictureInspect card & trim edgesIdleIdleIdleIdlePhoto/card processedAccept cardBegin photo process2.60.41.00.63.41.2Job Photo-Id Cards Date 10/14Time Time(min) Operator (min) Photo MachineWorker-Machine Chart: SummaryCopyright 2011 John Wiley & Sons, Inc.8-22Summary Operator Time % Photo Machine Time %Work 5.8 63 4.8 52Idle 3.4 37 4.4 48Total 9.2 min 100% 9.2 Min 100%Motion StudyCopyright 2011 John Wiley & Sons, Inc.8-23Used to ensure efficiency of motion in a jobFrank & Lillian GilbrethFind one “best way” to do taskUse videotape to study motionsMotion Study GuidelinesCopyright 2011 John Wiley & Sons, Inc.8-24Efficient Use Of Human BodyWorksimplified, rhythmic and symmetricHand/arm motionscoordinated and simultaneousEmploy full extent of physical capabilitiesConserve energyuse machines, minimize distances, use momentumTaskssimple, minimal eye contact and muscular effort, no unnecessary motions, delays or idlenessMotion Study GuidelinesCopyright 2011 John Wiley & Sons, Inc.8-25Efficient Arrangement of WorkplaceTools, material, equipment - designated, easily accessible locationComfortable and healthy seating and work areaEfficient Use of EquipmentEquipment and mechanized tools enhance worker abilitiesUse foot-operated equipment to relieve hand/arm stressConstruct and arrange equipment to fit worker useLearning CurvesImprovement rate of workers as a job is repeatedProcessing time per unit decreases by a constant percentage each time output doublesCopyright 2011 John Wiley & Sons, Inc.8-26Units producedProcessing time per unitLearning CurvesCopyright 2011 John Wiley & Sons, Inc.8-27tn = t1nbTime required for the nth unit =where: tn = time required for nth unit produced t1 = time required for first unit produced n = cumulative number of units produced b = where r is the learning curve percentage (decimal coefficient)Learning CurvesCopyright 2011 John Wiley & Sons, Inc.8-28Contract to produce 36 computers.t1 = 18 hours, learning rate = 80%What is time for 9th, 18th, 36th units? t9 = (18)(9)ln(0.8)/ln 2 = (18)(9)-0.322 = (18)/(9)0.322 = (18)(0.493) = 8.874hrs t18 = (18)(18)ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs t36 = (18)(36)ln(0.8)/ln 2 = (18)(0.315) = 5.674hrsLearning Curves With ExcelCopyright 2011 John Wiley & Sons, Inc.8-29Learning Curves With OM ToolsCopyright 2011 John Wiley & Sons, Inc.8-30Learning Curve for Mass Production JobsCopyright 2011 John Wiley & Sons, Inc.8-31Standard timeEnd of improvementUnits producedProcessing time per unitLearning CurvesAdvantagesplanning laborplanning budgetdetermining scheduling requirementsLimitationsproduct modifications negate learning curve effectimprovement can derive from sources besides learningindustry-derived learning curve rates may be inappropriateCopyright 2011 John Wiley & Sons, Inc.8-32Copyright 2011 John Wiley & Sons, Inc.8-33Copyright 2011 John Wiley & Sons, Inc.All rights reserved. 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