HR Strategies to Increase Firm Performance
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Transcript of HR Strategies to Increase Firm Performance
There are various HR strategies used in the present business scenario to improve the firms
and each of the strategies serves particular purpose. This article contains brief information
about the most popularly used strategic tools in the present days, the tools are :
Kaizen
Quality circle
TQM among Employees
Human Capital KSA
Mentoring
The mentioned tools are explained briefly as follows
KAIZEN:
Kaizen, Japanese word for "improvement", or "change for the better" refers to philosophy or
practices that focus upon continuous improvement of processes in manufacturing,
engineering, and business management. It has been applied in healthcare, psychotherapy, life-
coaching, government, banking, and other industries. When used in the business sense and
applied to the workplace, kaizen refers to activities that continually improve all functions,
and involves all employees from the CEO to the assembly line workers. It also applies to
processes, such as purchasing and logistics that cross organizational boundaries into the
supply chain. By improving standardized activities and processes, kaizen aims to eliminate
waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses
after the Second World War, influenced in part by American business and quality
management teachers who visited the country. It has since spread throughout the world and is
now being implemented in many other venues besides just business and productivity.
CHARACTERSTICS:
As one of the most important aspects of Japanese quality, Kaizen is well-known for its
characteristics. One of the main characteristic of Kaizen is on finding the root cause of
mistakes made and correcting them. Kaizen practitioners are prepared to find even their own
errors. Each error is seen as an opportunity in the path of improvement. Kaizen is more
process-focused than results-focused. Kaizen also seeks to improve the systems rather than
the human resources. In a Kaizen environment, when an employee errs in his job, it is not
seen as an occasion to blame, but is seen as a chance to find out what went wrong with the
process. Kaizen practitioners spend a lot of their time to measure customer satisfaction and
error rates. They also make use of meetings and such opportunities to discuss avenues for
improvement. Thus, Kaizen focuses on incremental improvements rather than exact solutions
to problems. The focus of small improvements in Kaizen makes it easier to implement. Also,
if the changes made in the business process are small, the people find it easier to adjust. Since
most of the improvement proposals come from the employees, the resistance to change is
much less. In fact, people tend to enjoy such a change. This is the way in which Kaizen
principle helps to beat the competition. The Kaizen philosophy of work is to stress employee
participation in decision making process. Every employee is considered as a link in the
process of continuous improvement. Kaizen is not something which people do on an hourly
basis. Instead, it is part of their lifestyle.
5 ELEMENTS OF KAIZEN:
Management teamwork
Increased labour responsibilities
Increased management morale
Quality circles
Management suggestions for labour improvement
TOTAL QUALITY MANAGEMENT:
Total quality management (TQM) is an integrated organizational effort designed to improve
quality at every level. TQM is based on the premise that the quality of products and processes
is the responsibility of everyone involved with the creation or consumption of the products or
services offered by an organization, requiring the involvement of management, workforce,
suppliers, and customers, to meet or exceed customer expectations.
TQM views an organization as a collection of processes. It maintains that organizations must
strive to continuously improve these processes by incorporating the knowledge and
experiences of workers. The simple objective of TQM is “Do the right things, right the first
time, every time.” TQM is infinitely variable and adaptable. Although originally applied to
manufacturing operations, and for a number of years only used in that area, TQM is now
becoming recognized as a generic management tool, just as applicable in service and public
sector organizations. There are a number of evolutionary strands, with different sectors
creating their own versions from the common ancestor. TQM is the foundation for activities,
which include:
Commitment by senior management and all employees
Meeting customer requirements
Reducing development cycle times
Just in time/demand flow manufacturing
Improvement teams
Reducing product and service costs
Systems to facilitate improvement
Line management ownership
Employee involvement and empowerment
Recognition and celebration
Challenging quantified goals and benchmarking
Focus on processes / improvement plans
Specific incorporation in strategic planning
This shows that TQM must be practiced in all activities, by all personnel, in manufacturing,
marketing, engineering, R&D, sales, purchasing, HR, etc.
BELIEFS OF TQM:
Owner/customer satisfaction is the measure of quality
Everyone has owners/customers; everyone is an owner/customer
Quality improvement must be continuous
Analysing the processes used to create products and services is key to quality
improvement
Measurement, a skilled use of analytical tools, and employee involvement are critical
sources of quality improvement ideas and innovations
Sustained total quality management is not possible without active, visible, consistent,
and enabling leadership by managers at all levels
If we do not continuously improve the quality of products and services that we
provide our owners/customers, someone else will
STEPS IN IMPLEMENTING TQM:
1. Obtain CEO Commitment
2. Educate Upper-Level Management
3. Create Steering Committee
4. Outline the Vision Statement, Mission Statement, & Guiding Principles
5. Prepare a Flow Diagram of Company Processes
6. Focus on the Owner/Customer (External) & Surveys
7. Consider the Employee as an Internal Owner/customer
8. Provide a Quality Training Program
9. Establish Quality Improvement Teams
10. Implement Process Improvements
11. Use the Tools of TQM
12. Know the Benefits of TQM
Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
1. Cross-functional product design
2. Process management
3. Supplier quality management
4. Customer involvement
5. Information and feedback
6. Committed leadership
7. Strategic planning
8. Cross-functional training
9. Employee involvement
HUMAN CAPITAL:
Human capital is the stock of competencies, knowledge, social and personality attributes,
including creativity, embodied in the ability to perform labour so as to produce economic
value. It is an aggregate economic view of the human being acting within economies, which
is an attempt to capture the social, biological, cultural and psychological complexity as they
interact in explicit and/or economic transactions. Many theories explicitly connect investment
in human capital development to education, and the role of human capital in economic
development, productivity growth, and innovation has frequently been cited as a justification
for government subsidies for education and job skills training.
It was assumed in early economic theories, reflecting the context, i.e., the secondary sector of
the economy was producing much more than the tertiary sector was able to produce at the
time in most countries – to be a fungible resource, homogeneous, and easily interchangeable,
and it was referred to simply as workforce or labour, one of three factors of production (the
others being land, and assumed-interchangeable assets of money and physical equipment).
Just as land became recognized as natural capital and an asset in itself, and human factors of
production were raised from this simple mechanistic analysis to human capital. In modern
technical financial analysis, the term "balanced growth" refers to the goal of equal growth of
both aggregate human capabilities and physical assets that produce goods and services.
IMPORTANCE:
The concept of Human capital has relatively more importance in labour-surplus countries.
These countries are naturally endowed with more of labour due to high birth rate under the
given climatic conditions. The surplus labour in these countries is the human resource
available in more abundance than the tangible capital resource. This human resource can be
transformed into Human capital with effective inputs of education, health and moral values.
The transformation of raw human resource into highly productive human resource with these
inputs is the process of human capital formation. The problem of scarcity of tangible capital
in the labour surplus countries can be resolved by accelerating the rate of human capital
formation with both private and public investment in education and health sectors of their
National economies. The tangible financial capital is an effective instrument of promoting
economic growth of the nation. The intangible human capital, on the other hand, is an
instrument of promoting comprehensive development of the nation because human capital is
directly related to human development, and when there is human development, the qualitative
and quantitative progress of the nation is inevitable. This importance of human capital is
explicit in the changed approach of United Nations towards comparative evaluation of
economic development of different nations in the World economy. United Nations publishes
Human Development Report on human development in different nations with the objective of
evaluating the rate of human capital formation in these nations.
The statistical indicator of estimating Human Development in each nation is Human
Development Index (HDI). It is the combination of "Life Expectancy Index", "Education
Index" and "Income Index". The Life expectancy index reveals the standard of health of the
population in the country; education index reveals the educational standard and the literacy
ratio of the population; and the income index reveals the standard of living of the population.
If all these indices have the rising trend over a long period of time, it is reflected into rising
trend in HDI.
The Human Capital is developed by health, education and quality of Standard of living.
Therefore, the components of HDI viz, Life Expectancy Index, Education Index and Income
Index are directly related to Human Capital formation within the nation. HDI is indicator of
positive correlation between human capital formation and economic development. If HDI
increases, there is higher rate of human capital formation in response to higher standard of
education and health. Similarly, if HDI increases, per capita income of the nation also
increases. Implicitly, HDI reveals that higher the human capital formation due to good
standard of health and education, higher is the per capita income of the nation. This process
of human development is the strong foundation of a continuous process of economic
development of the nation for a long period of time. This significance of the concept of
Human capital in generating long-term economic development of the nation cannot be
neglected. It is expected that the Macroeconomic policies of all the nations are focussed
towards promotion of human development and subsequently economic development. Human
Capital is the backbone of Human Development and economic development in every nation.
Mahroum (2007) suggested that at the macro-level, human capital management is about three
key capacities, the capacity to develop talent, the capacity to deploy talent, and the capacity
to draw talent from elsewhere. Collectively, these three capacities form the backbone of any
country's human capital competitiveness. Recent U.S. research shows that geographic regions
that invest in the human capital and economic advancement of immigrants who are already
living in their jurisdictions help boost their short- and long-term economic growth. There is
also strong evidence that organizations that possess and cultivate their human capital
outperform other organizations lacking human capital (Crook, Todd, Combs, Woehr, and
Ketchen, 2011).
QUALITY CIRCLE:
A quality circle is a volunteer group composed of workers (or even students), usually under
the leadership of their supervisor (or an elected team leader), who are trained to identify,
analyse and solve work-related problems and present their solutions to management in order
to improve the performance of the organization, and motivate and enrich the work of
employees. When matured, true quality circles become self-managing, have gained the
confidence of management.
Quality circles are an alternative to the dehumanizing concept of the division of labour,
where workers or individuals are treated like robots. They bring back the concept of
craftsmanship, which when operated on an individual basis is uneconomic but when used in
group form can be devastatingly powerful. Quality circles can help enrich the lives of
workers or students and aid in creating harmony and high performance. Typical topics are
improving occupational safety and health, improving product design, and improvement in the
workplace and manufacturing processes. The term quality circles derive from the concept of
PDCA (Plan, Do, Check, Act) circles developed by Dr. W. Edwards Deming.
Quality circles are not normally paid a share of the cost benefit of any improvements but
usually a proportion of the savings made is spent on improvements to the work environment.
They are formal groups. They meet at least once a week on company time and are trained by
competent persons (usually designated as facilitators) who may be personnel and industrial
relations specialists trained in human factors and the basic skills of problem identification,
information gathering and analysis, basic statistics, and solution generation. Quality circles
are generally free to select any topic they wish (other than those related to salary and terms
and conditions of work, as there are other channels through which these issues are usually
considered).
MENTORING:
Mentorship is a personal developmental relationship in which a more experienced or more
knowledgeable person helps to guide a less experienced or less knowledgeable person.
However, true mentoring is more than just answering occasional questions or providing ad
hoc help. It is about an ongoing relationship of learning, dialog, and challenge.
Performance mentoring is a structured coaching course for individuals or small groups. With
performance mentoring you and your company have available an external sounding board
who can introduce effective techniques to achieve specific goals.
The goal may be to create more economic growth, increasing sales or other concrete results.
It may also be that a particular department needs to find more motivation and job satisfaction
going forward in everyday life. Starting with the individual's resources and motivation both
identifies the potential for success and directs a new trend from which both individuals and
business can benefit.