Strategic Quality Management

Human Resource Perspective

The Presentation includes the following topics :

Managing Change Human Resource Development Employee well Being and Satisfaction Work Systems Training

MANAGING CHANGE

Managing Change :

What are our reactions and perception towards change. . .

Negative Perception Positive Perception

Types of Organizational changes :

Anticipatory changes: planned changes based on expected situations. Reactive changes: changes made in response to unexpected situations. Incremental changes: subsystem adjustments required to keep the organization on course. Strategic changes: altering the overall shape or direction of the organization

Forces of Change :
External Forces

Market Place Govt. Laws and Regulations Technology Labor market Economic Change

Internal Forces
Changes in Organizational Strategies Workforce change New Equipment Employee Attitude

How does change come about

A journey through change :

Stability

Comfort and Control Looking Backward Fear, anger and resistance

Learning, acceptance, Commitment Looking Forward

Enquiry, Experimentation, discovery

Chaos

Individual Reactions to Change :

How People Respond to Changes They Like? Three-stage process

Unrealistic optimism Reality shock Constructive direction

How People Respond to Changes They Fear and Dislike? Stages

Getting off on the wrong track Laughing it off Growing self-doubt Destructive direction

Types of changes :

Tuning
The most common, least intense, and least risky type of change.
Also known as preventive maintenance and kaizen (continuous improvement). Key is to actively anticipate and avoid problems rather than waiting for something to go wrong.

Adaptation
Incremental changes that are in reaction to external problems, events, or pressures

Types of changes :

Re-Orientation
Change that is anticipatory and strategic in scope and causes the organization to be significantly redirected.
Also called frame bending(Nadler and Tushman).

Re-Creation
Intense and risky decisive change that reinvents the organization.
Also called frame breaking (Nadler and Tushman).

Reasons to resist change :

Surprise
Unannounced significant changes threaten employees sense of balance in the workplace.

Inertia
Employees have a desire to maintain a safe, secure, and predictable status quo.

Misunderstanding and lack of skills

Without introductory or remedial training, change may be perceived negatively.

Poor Timing
Other events can conspire to create resentment about a particular change.

Reasons to resist change :

Emotional Side Effects

Forced acceptance of change can create a sense of powerlessness, anger, and passive resistance to change.

Lack of Trust
Promises of improvement mean nothing if employees do not trust management.

Fear of Failure
Employees are intimidated by change and doubt their abilities to meet new challenges.

Personality Conflicts
Managers who are disliked by their managers are poor conduits for change.

Reasons to resist change :

Threat to Job Status/Security

Employees worry that any change may threaten their job or security.

Breakup of Work Group

Changes can tear apart established onthe-job social relationships.

Competing Commitments
Change can disrupt employees in their pursuit of other goals

Strategies for Overcoming Resistance to Change :

Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and implicit coercion

Managing Change :
Structure
Work Specialization, Departmentalization, Chain of Command, Span of Control, Formalization , Job Redesign

Technology

Work Process, Methods and Equipments

People

Attitude, Expectations, Perception and Behavior

HUMAN RESOURCE DEVELOPMENT

Human Resource Development :

A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

Objectives :

Develop human resource of the company continuously for better performance to meet objectives. Provide opportunity for development of different level of employees. suitable need based training programs Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education.

HRD Functions :

Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)

THE NEED FOR HRD :

Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisations culture Meeting changes in the external environment Solving particular problems

THE NEED FOR HRD:

BUSINESS AND ECONOMICS CHANGES

HRD can be a platform for organisational transformation, a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer.

TECHNOLOGICAL CHANGES Technological change creates requirements for training and development

THE NEED FOR HRD:

ORGANISATIONAL CHANGE

Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organisation. The arena for an organisations planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

THE NEED FOR HRD : SOCIAL, LEGAL & OTHER CHANGES

Social attitudes, legal requirements, industrial relations and so on generate training and development needs. They demand new skills in the workplace

Human Resource Paradigms

Old Thinking
People are part of the

New Thinking
People design and

process Process requires external control Managers have to control what people do

improve processes

Workers who run the process control it

Managers must obtain commitment of workers

Key Activities in HRM :

Determine organizations HR needs to build a high-performance workplace Assist in design of work systems Recruit, select, train & develop, counsel, motivate, and reward employees Act as liaison with unions & government Handle other matters of employee well-being

Strategic Perspective of HRM :

HR plans should be linked to business strategy and aligned with business needs Key Areas include

Planning Staffing Appraising Compensating Training and development

EMPLOYEE WELLBEING AND SATISFACTION

Employee Satisfaction :

Employee satisfaction is the terminology used to describe whether employees are happy and contended and fulfilling their desires and needs at work. Many factors support that employee satisfaction is a factor for employee motivation, employee goal achievement and positive employee morale in workplace

Factors contributing to employee satisfaction include :

Treating employees with respect. Providing regular employee recognition. Empowering employees. Providing above-average industry benefits and compensation. Employee perks and company activities, Positive management within the successful framework of goals, measurements and expectations.

Employee satisfaction is looked at in areas such as :

Management Understanding of mission and vision. Empowerment. Teamwork. Communication. Co- worker interaction.

Measures to improve employee satisfaction :

Clear, concise and consistent communication. Train, educate and mentor. Empowering employees across the company. Monitor performance and reward contribution. Provide honest and regular feedback. Provide the best tools and information. Remain positive.

WORK SYSTEMS

What is Training.

Training is the process of altering employee behavior and attitudes in a way that increase the probability of goal attainment.