What will be discussed on this

chapter?
• Employees’ role in achieving a company’s goals for quality
Human Resources dan Quality
Management
Traditional Management – Employee Relationship
• Employees are given precise directions to achieve narrowly defined individual objectives.
• They are rewarded with merit pay based on individual performance in competition with their coworkers

Nowadays…
• Employees are given broad latitude in their jobs,
• they are encouraged to improvise, and they have the power to use their own initiative to correct and
prevent problems.
• Strategic goals are for quality and customer service instead of maximizing profit or minimizing cost, and
rewards are based on group achievement.
• Instead of limited training for specific, narrowly defined jobs, employees are trained in a broad range of
skills so they know more about the entire productive process, making them flexible in where they can
work
The changing nature of HRM
• The principles of scientific management developed by F. W. Taylor in the 1880s and
1890s dominated operations management during the first part of the twentieth
century -- breaking down jobs into elemental activities and simplifying job design
• Scientific management broke down a job into its simplest elements and motions,
eliminated unnecessary motions, and then divided the tasks among several workers
so that each would require only minimal skill
• F. W. Taylor’s work was not immediately accepted or implemented. This system
required high volumes of output to make the large number of workers needed for
the expanded number of jobs cost effective. The principles of scientific
management and mass production were brought together by Henry Ford and the
assembly-line production of automobiles
• next
The Assembly Line
• Between 1908 and 1929, Ford Motor Company created and maintained a mass market for the
Model-T automobile, more than 15 million of which were eventually produced. During this
period, Ford expanded production output by combining standardized parts and product
design, continuous-flow production, and Taylor’s scientific management. These elements
were encompassed in the assembly-line production process.
• Technology had advanced from the general-purpose machinery available at the turn of the
century, which required the abilities of a skilled machinist, to highly specialized,
semiautomatic machine tools, which required less skill to feed parts into or perform repetitive
tasks
• The assembly line at Ford was enormously successful. The amount of labor time required to
assemble a Model-T chassis was reduced from more than 12 hours in 1908 to a little less than
3 hours by 1913. By 1914 the average time for some tasks was as low as 11 ⁄2 minutes. The
basic assembly-line structure and many job designs that existed in 1914 remained virtually
unchanged for the next 50 years
Limitations of Scientific
Management (Advantages and
Disadvantages)
Advantages :
• increased output and lower labor costs
• Because of low-cost mass production, the U.S. standard of living was increased enormously
• allowed unskilled, uneducated workers to gain employment based almost solely on their
willingness to work hard physically at jobs that were mentally undemanding
Disadvantages :
• Workers frequently became bored and dissatisfied with the numbing repetition of simple
job task
• specialized tasks is so low that workers do not have the opportunity to prove their worth or
abilities for advancement
• Repetitive tasks requiring the same monotonous physical motions can result in unnatural
physical and mental fatigue
Employees Motivation
• Modern psychologists and behaviorists in the 1950s and 1960s
eschewed the principles of scientific management, and they
developed theories that proposed that in order to get employees to
work productively and efficiently they must be motivated
• Motivation?
willingness by an employee to work hard to achieve the company’s
goals because that effort satisfies some employees’ need or objective
Job Performance :
a function of motivation combined with ability
• Ability : depends on education, experience, and training, and its improvement can follow a slow but clearly defined
process
• Motivation, can be improved by :
positive reinforcement and feedback
effective organization and discipline
fair treatment of people
satisfaction of employee needs
setting of work-related goals
design of jobs to fit the employee
work responsibility
empowerment
restructuring of jobs when necessary
rewards based on company as well as individual performance
achievement of company goals
CONTEMPORARY TRENDS IN HUMAN
RESOURCES MANAGEMENT
• Job Training
• Cross Training
• Job Enrichment
• Empowerment
• Teams
• Flexible Work Schedules
• Alternative Workplace and Telecommuting
• Temporary and Part Time Employees
Employee Compensation
• Types of Pay
• Gainsharing and Profit Sharing
Managing Diversity in the Workplace
• Affirmative Action and Equal Opportunity
• Diversity Management Programs
• Global Diversity Issues
Job Design
• The Elements of Job Designs
• Task Analysis
• Worker Analysis
• Environmental Analysis
• Ergonomics
• Technology and Automation
Job Analysis
• Process Flowchart
• Worker – Machine Chart
• Motion Study
• Learning Curve and How to Determine Learning Curve with Excel
Operational Decision Making Tools :
Works Measurements
• Work Measurement : How long it takes to do a job
• Consists of :
1. Time Studies
 Stopwatch time study
 Number of Cycles
 Elemental time flies
 Predetermined Motion Times
2. Work Sampling