Increasing Productivity by Better Management of Human Resources
Production systems, such as automobile assembly lines, are technologically similar in Japan and in the West. But Japanese manufacturers make much better use of their work forces, which allows them to use fewer workers to do the same job. Workers need to leam many jobs, solve problems, and work in a flexible, cooperative way. Japanese lev els of productivity can be achieved only by motivated workers who show initiative and accept substantial responsibility Better management of human resources offers the prospect of increasing productivity and product quality by enabling workers to participate more directly in the management of their work. A continuous, long-term perspective rather than a sporadic. short-term perspective on the part of management is required. Four fundamental assumptions characterize better human resource management: 1. People who do the work are best qualified to improve it. 2. Decision making should take place at the lowest level possible. 3. Worker participation increases both job satisfaction and commitment to company objectives 4. There is a vast pool of ideas in the work force waiting to be tapped. Coupled with the need for better management through broader participation is the need to invest in better training. Many U.S. firms use advanced manufacturing tech nologies to enhance productivity and competitiveness. But few take the required steps to upgrade human resources in step with technological innovations. Technologically advanced manufacturing systems require high skill levels of all workers. Therefore, Us. manufacturers must implement specific programs for recruiting. training, and retaining skilled workers if they are to compete successfully. In summary. productivity and its related costs demand careful planning and measurement if their economic impact is to be controlled effectively. Better management of human resources is an essential requirement for increased productivity.
เพิ่มประสิทธิภาพ โดยการบริหารทรัพยากรบุคคลดี Production systems, such as automobile assembly lines, are technologically similar in Japan and in the West. But Japanese manufacturers make much better use of their work forces, which allows them to use fewer workers to do the same job. Workers need to leam many jobs, solve problems, and work in a flexible, cooperative way. Japanese lev els of productivity can be achieved only by motivated workers who show initiative and accept substantial responsibility Better management of human resources offers the prospect of increasing productivity and product quality by enabling workers to participate more directly in the management of their work. A continuous, long-term perspective rather than a sporadic. short-term perspective on the part of management is required. Four fundamental assumptions characterize better human resource management: 1. People who do the work are best qualified to improve it. 2. Decision making should take place at the lowest level possible. 3. Worker participation increases both job satisfaction and commitment to company objectives 4. There is a vast pool of ideas in the work force waiting to be tapped. Coupled with the need for better management through broader participation is the need to invest in better training. Many U.S. firms use advanced manufacturing tech nologies to enhance productivity and competitiveness. But few take the required steps to upgrade human resources in step with technological innovations. Technologically advanced manufacturing systems require high skill levels of all workers. Therefore, Us. manufacturers must implement specific programs for recruiting. training, and retaining skilled workers if they are to compete successfully. In summary. productivity and its related costs demand careful planning and measurement if their economic impact is to be controlled effectively. Better management of human resources is an essential requirement for increased productivity.
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