Chapter 6
Human Resource
Practices
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
1
Toyota Georgetown

“We’ve got nothing, technology-wise, that
anyone else can’t have. There’s no secret
Toyota Quality Machine out there. The
quality machine is the workforce -- the team
members on the paint line, the suppliers, the
engineers -- everybody who has a hand in
production here takes the attitude that we’re
making world-class vehicles.”
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
2
Key Idea
Businesses are learning that to satisfy
customers, they must first satisfy
employees.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
3
Objectives of HRM
 To
build a high-performance workplace and
maintain an environment for quality
excellence to enable employees and the
organization to achieve strategic objectives
and adapt to change.
 Should HR be the champion for QM?
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
4
Leading Practices (1 of 2)

Design, organize, and manage work and
jobs to promote cooperation, initiative,
empowerment, innovation, and
organizational culture
 Promote teamwork and skill sharing across
work units and locations
 Empower individuals and teams to make
decisions that affect quality and customer
satisfaction
 Develop effective performance management
systems, compensation, and reward and
recognition approaches
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
5
Leading Practices (2 of 2)

Effective processes for hiring and career
progression
 Make extensive investments in training and
education
 Motivate employees to develop and use their
full potential
 Maintain a work environment conducive to the
well-being and growth of all employees
 Monitor extent and effectiveness of HR
practices and measure employee satisfaction
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
6
Teams

Team - a small number of people with
complementary skills who are committed to a
common purpose, set of performance goals,
and approach for which they hold themselves
mutually accountable
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
7
Types of Teams
 Management
teams
 Natural work teams
 Self managed teams
 Virtual teams
 Quality circles
 Problem solving teams
 Project teams
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
8
Key Idea
The three basic functions of quality
circles and problem-solving teams are to
identify, analyze, and solve quality and
productivity problems.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
9
Functions of Teams
Identify
problems
Implement
solutions
Select
problem
Identify
Develop
follow-up
plan
Collect
data
Solve
Analyze
Pick best
solution
Develop
solutions
Focus
attention
Find
causes
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
10
Key Idea
The key stages of a team’s life cycle are
called forming, storming, norming,
performing, and adjourning.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
11
Ingredients for Successful
Teams (1 of 2 )
 Clarity
in team goals
 Improvement plan
 Clearly defined roles
 Clear communication
 Beneficial team behaviors
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
12
Ingredients for Successful
Teams (2 of 2)
 Well-defined
decision procedures
 Balanced participation
 Established ground rules
 Awareness of group process
 Use of scientific approach
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
13
Six Sigma Project Teams
Champions – senior managers who promote
Six Sigma
 Master Black Belts – highly trained experts
responsible for strategy, training, mentoring,
deployment, and results.
 Black Belts – Experts who perform technical
analyses
 Green Belts – functional employees trained in
introductory Six Sigma tools
 Team Members – Employees who support
specific projects

MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
14
Designing High Performance
Work Systems
 Work
design - how employees are
organized in formal and informal units
(departments, teams, etc.)
 Job design - responsibilities and tasks
assigned to individuals
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
15
Key Idea
The design of work should provide
individuals with both the intrinsic and
extrinsic motivation to achieve quality and
operational performance objectives.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
16
Hackman/Oldham Model
Core job
characteristics
Critical
psychological
states
Skill variety
Task identity
Task significance
Experienced
meaningfulness
of work
Autonomy
Experienced
responsibility
Feedback
from job
Knowledge of
actual results
Outcomes
High motivation
High satisfaction
High work
effectiveness
Moderators
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
17
Enhancing Work Design
 Job
enlargement – expanding workers’
jobs
 Job rotation – having workers learn
several tasks and rotate among them
 Job enrichment – granting more authority,
responsibility, and autonomy
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
18
Empowerment
 Giving
people authority to make
decisions based on what they feel is
right, to have control over their work,
to take risks and learn from mistakes,
and to promote change.
“A sincere belief and trust in people.”
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
19
Advantages of Employee
Involvement/Empowerment

Replaces
adversarial mentality
with trust and
cooperation
 Develops skills and
leadership abilities
 Increases morale
and commitment
 Fosters creativity
and innovation

Helps people
understand quality
principles and
instilling them into
the organization’s
culture
 Allows employees to
solve problems at
the source
 Improves quality and
productivity
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
20
Successful Empowerment

Provide education, resources, and
encouragement
 Remove restrictive policies/procedures
 Foster an atmosphere of trust
 Share information freely
 Make work valuable
 Train managers in “hands-off” leadership
 Train employees in allowed latitude
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
21
Key Idea
Meeting and exceeding customer
expectations begins with hiring the right
people whose skills and attitudes will
support and enhance the organization’s
objectives.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
22
Compensation and
Recognition
 Compensation
 Merit
versus capability/performance
based plans
 Gainsharing
 Recognition
 Monetary
or non-monetary
 Formal or informal
 Individual or group
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
23
Key Idea
Recognition provides a visible means of
promoting quality efforts and telling
employees that the organization values
their efforts, which stimulates their
motivation to improve.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
24
Effective Recognition and
Reward Strategies
 Give
both individual and team awards
 Involve everyone
 Encourage suggestions
 Tie rewards to quality
 Allow peers and customers to nominate
and recognize superior performance
 Publicize extensively
 Make recognition fun
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
25
Key Idea
There is no such thing as an unmotivated
employee, but the system within which
people work can either seriously impede
motivation or enhance it.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
26
Performance Appraisal

How you are measured is how you perform!
 Conventional appraisal systems



Focus on short-term results and individual
behavior; fail to deal with uncontrollable factors
One of Dr. Deming’s “7 Deadly Sins”
New approaches


Focus on company goals such as quality and
behaviors like teamwork
360-degree feedback; mastery descriptions
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
27
Measuring Employee
Satisfaction and Effectiveness
 Satisfaction
 Quality
of worklife, teamwork,
communications, training, leadership,
compensation, benefits, internal suppliers
and customers
 Effectiveness
 Team
and individual behaviors; cost,
quality, and productivity improvements;
employee turnover; suggestions; training
effectiveness
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
28
Human Resources in the
Baldrige Award Criteria
The Human Resource Focus Category examines how an organization’s work
systems and employee learning and motivation enable employees to develop
and utilize their full potential in alignment with the organization ’s overall
objectives and action plans, and how the organization builds and maintains a
work environment and an employee support climate conducive to performance
excellence and to personal and organizational growth.
5.1 Work Systems
a. Organization and Management of Work
b. Employee Performance Management System
c. Hiring and Career Progression
5.2 Employee Learning and Motivation
a. Employee Education, Training, and Development
b. Motivation and Career Development
5.3 Employee Well-Being and Satisfaction
a. Work Environment
b. Employee Support and Satisfaction
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
29
Chapter 6b Supplement
Meeting Management
Techniques
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
30
Use a Team Meeting When the
Situation or Problem Requires

Pooled expertise

Involvement, motivation and commitment

Integrated, unified direction

Collective strength

Management of complexity

Confidence in the team’s decisions and capability

Creativity

Time
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
31
Meeting Management – Tools &
Techniques
Tools

Mission Statement

Operating Rules
– Temperament
Instruments

Team Roles
– Brainstorming

Agendas
– Ranking

(Good) Meeting
Notes

Measurement

– Consensus
– Polling
– Process Check
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
32
Team Operating Procedures Which
Need To Be Specified

Agenda (who sets, when published, input invited,
etc.)

Attendance (excused absences, handling late
comers)

Meetings (times, frequency, place)

Decision Process (consensus, collaborative,
majority)

Minutes and Reports (select a recorder, how are
minutes approved, where posted, who types, how
distributed)

Leader Role (how defined, how is leader selected,
expectations of leader)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
33
Team Operating Procedures Which
Need To Be Specified (Continued)

Behavior Norms (listening, interruptions, giving and
receiving feedback, empathy)

Confidentiality (what goes outside group)

Guests (how invited, how excused)

Meeting Audits (how frequent, who is responsible)

Facilitator (how selected, expectations)

Conflict (how managed)

Recommendations, Suggestions (how initiated,
how routed, who is informed, etc.)

Commitments Outside Meetings (expectations for
follow-through)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
34
Team Roles

Leader

Facilitator

Recorder

Scribe

Timekeeper

Member

Guest/Expert
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
35
Leader Duties
Responsibilities During Meeting
 Maintain all roles and responsibilities
 Guide without dominating
 Contribute own ideas
 Involve all members
 Invoke operating procedures when needed
 Be clear about organizational constraints
 Stick to agenda
 Use facilitative behavior
 Focus energy of group on a common task
 Protect individuals and their ideas from attack
 Help group reach consensus
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
36
Leader Duties
Responsibilities Outside of Meeting
 Follow-up on action
 Measure and track results with help of
members
 Offer sincere support
 Keep non-members informed
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
37
Facilitator Duties
Responsibilities During Team Meeting
 Remain neutral member of the group
 Suggest alternative methods and procedures
 Encourage full participation
 Help group reach consensus
 Reflect feelings and questions back to group
 Help run the meeting “from the back of the
room”
 Keep team on-track
 Assist leader as required
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
38
Facilitator Duties
Responsibilities Outside Meeting
 Help orient personnel
 Instruct teams and leaders when qualified
 Coordinate team activities
 Monitor and measure results
 Help keep continuous improvement on track
 Give leader feedback
 Assist in planning
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
39
Role of the Team Facilitator
Champion
& Change
Agent
Team
Process
Facilitator
Internal
Consultant
Coach
Facilitator
Role
Trainer
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
40
Other Team Roles and Duties
Recorder Duties










Capture basic ideas on large paper in full view of
group
Do not edit; not corrupted by power of the pen
Record enough of the speaker’s idea so they can be
understood later
Do not write down every word; listen for key words
Remain neutral
If the recorder gets behind, stop group
Write fast and large
Abbreviate words
Be neat
Number sheets
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
41
Other Team Roles and Duties
Scribe Duties
 Keep detailed notes of meeting (especially
Action Register)
 Distribute minutes to all stakeholders
Timekeeper Duties
 Keep track of time
 Keep team on agenda
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
42
Technical Administrative Staff
Schedule of Roles/ Functions
Date Leader Scribe
TimeRecorder
keeper
Facilitator
8/26
Kelly
Hogsed
Mays
Smith
King
9/8
White
Kelly
Micheletti
Waldroup
Mays
9/22
Mays
King
Smith
White
Micheletti
10/13
Micheletti Mays
Waldroup
Hogsed
Smith
10/27
Smith
Kelly
Waldroup
11/10
Waldroup Smith
King
White
11/24
White
Mays
Hogsed
Micheletti White
Hogsed
Waldroup Kelly
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
43
Team Roles - Continued

Involvement of Non-Team Members

Initial Orientation

Meeting Notes

Meeting Guests

“Buddy” System

Presentations
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
44
New Management Roles

Create Vision

Interact with Customers/Clients

Design New Systems

Secure Resources

Remove Barriers

Coaching of Associates

Provide Support/Encouragement

Willingness to Deal with Sensitive Issues
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
45
The Agenda

Helps team members to prepare

Reduces Anxiety among Team Members

Forces the Team Leader to Plan Ahead of Time

Provides a Tool for Control of the meeting
The agenda should tell members what is being
discussed, why it is being discussed, and what
you expect to achieve
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
46
Meeting Planning Worksheet
Team: ____________________________
Quality Assurance Laboratory
Dennis
Roles:
Leader: __________________
Lenny
Timekeeper: ______________
Charlie
Recorder: ________________
10/25
Meeting Date: _________________
Time: ____9:00 – 9:55am________
USA 1007
Place: ________________________
Agenda Item
Desired Outcome
Time Allotted
Who Responsible
Minutes
Approval
9:00 – 9:02
Dennis
Beverage Reports
Approval
9:02 – 9:07
Lenny
Syrup Sample
Approval
9:07 – 9:12
Chris
Special Samples
Consensus on
Measures
9:12 – 9:32
Chris
Density Meter
Decision on
whether or not to
have team
9:32 – 9:40
Dennis
Review Decisions
Consensus
9:40 – 9:45
Dennis
Next Agenda
Consensus
9:45 – 9:50
Dennis
Process Check
Improve next
meeting process
9:50 – 9:55
Lenny
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
47
Action Register
Who (Name?)
Is Going To Do What?
When?
Completed
1.
2.
3.
4.
5.
6.
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
48
Brainstorming
The purpose is to generate a large number of ideas.
- Freewheeling is encouraged
- Criticism is not allowed
- Everyone participates
- All ideas are recorded (Redefine the ideas later)
- Clarify ideas on the list
- Combine only ideas that have the same meaning
- Number the remaining ideas
- Rank the ideas
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
49
Ranking
To assess the team’s position, each participant
ranks the ideas in order of priority (5 being the
highest priority)
1. All the rankings are consolidated and summed
for each idea
2. The idea(s) receiving the highest total may be
selected
3. Leader should poll the group to be certain the
weighted rankings actually express the group’s
feelings
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
50
Consensus Decision-Making

Everyone Has Been Heard

The Decision-Making Process was Fair

Everyone Can (and Will) Actively
Support the Decision

Everyone Does Not Have to Agree!
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
51
Team Synergy
Win-win
Problem
Or
Opportunity
Synergy
Diversity
(The Result)
Listening
Synergy capitalizes on diversity, but requires a win-win
attitude and empathic listening to be successful! (S. Covey)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
52
Win-Win Agreement Form
Date: _____________________________
Party 1: ___________________________
Project/Task: _____________________________
Party 2: _________________________________
Specify Desired Results:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Identify Available Resources:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Set Needed Guidelines:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Define Accountability:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Determine Consequences:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Source: Franklin-Covey
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
53
Using a Flipchart (or White
Board)
The flipchart is an important tool for team
brainstorming - use one!

Capture key ideas during brainstorming

Capture key decisions

Record “parking lot” issues

Post key pages on wall for reference and review
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
54
Measuring the Success of
Meetings: Team Process Check
No agenda or did not
follow the agenda
1
2
3
4
5
6
7
8
9
10
6
7
8
9
10
6
7
8
9
10
Followed the agenda – no
digressions
On-Track
A few key members
dominating and some
members not
participating
More than one person
talks at a time,
repetitions,
interruptions, and side
conversations
No attempts to bring
the team back on-track
and encourage equal
participation
1
2
3
4
5
Participation
1
2
3
4
5
Listening
1
2
3
4
5
6
7
8
9
10
Leadership
1
2
3
Team decisions were
inferior to individual
assessments
4
5
6
7
8
9
10
Decision Quality
1
2
3
4
5
6
7
8
9
10
You were not satisfied
with the meeting
Satisfaction
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
Everyone contributes and
is involved in team
decisions
One person talks at a
time, clarifying and
building of ideas
Team leader and team
intervene to keep the
team on-track and actively
manage equal
participation
Team expertise and
decisions were superior to
individual judgments
You were satisfied by
meeting
55
Team Chartering Process
1. Select and define the project after process analysis
and evaluation. Describe boundaries of the project
and how to measure. Project should be narrow in
scope, and estimated COPQ should be high.
2. Select Project Team
3. Communicate key information to the Project Team in
written form, including: the definition and scope of the
project, customers, deliverables, timeline, etc.
4. Meet to develop project mission
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
56
Team Celebrations

Celebrate the completion of a team project

Recognize the accomplishments of the team

Celebrate at least quarterly

Invite entire department and key guests

Invite managers of all team members

Meet during work hours at work place

Keep to a low budget

Give appropriate notice to all

If multiple locations, have multiple celebrations (with
key managers in attendance at each celebration)
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
57
Meeting Management
Techniques
 Your
assignment - Use as many of
these meeting tools and techniques
as possible during the remainder of
this course and in your future team
meetings!
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e, © 2008 Thomson Higher Education Publishing
58