The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study
Operations Management and Analysis
August 31, 2009
This article talks about human resource and the operational management practices on a company productivity. This paper reports on the study that evaluates the individual and collective impact on manufacturing performance of the seven managerial practices most associated with these theoretical perspectives: empowerment, training, teamwork, total quality management, just in time, advanced manufacturing, technology, and supply chain partnering. There was little or no evidence related to a company performance in longitudinal practices to show companies that adopted specific practices to improve their performances. A study was conducted by Birdi, Clegg, Patterson, Robinson, Stride, Wall and Woo (2008), to determine the importance of psychology-based practice on a company’s productivity. They studied 308 companies over 22 years and implemented the 7 practices. As a result of the study, it was concluded that none of the operational practices were directly related to productivity. Empowerment focuses on giving individual or teams’ responsibility rather than management. Extensive training is providing employees with a wide range of skills. Teamwork is a group of employees working together on a common task. Total quality management is based on the principle that quality control should be a part of the production process. Just in time is a system for making products in direct response to internal and external demand from customers. Advanced manufacturing technology includes a range of computer based machinery, such as computer numerically controlled machines, robots, and computers aided design and process planning. Supply chain partnering is strategic alliances through long term relationships with suppliers to guarantee that the right...
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