Human Resources Approach Regarding Lean Manufacturing - Research Paper Example

Lean Manufacturing Grade Contents Introduction 3 2. Cultural changes and Strategic HR policies 3 2 Cultural changes and possible HR solutions 3 2.2 Broad Problem Area 4 2.3 Problem definition 4 2.4 HR policies and practices 4 3. Ethical Issues and HR practices 7 3.1 Ethical Concerns 7 3.2 HR Policies to Deal with Ethical Issues 8 4. How HR can transmit cultural and fundamental changes to employees 9 4.1 Key Variables Shaping Behavior 9 4.2 HR Action 9 5. Creating a learning Organization 11 5.1 Characteristics of a Learning organization 11 6. Human Resource Aspects and Lean Revolution 11 6.1 Human Aspect of Lean 11 6.2 Human resource coordination with Lean 12 7. Conclusion 13 References 14 1. Introduction Organizational change is an episodic activity. This reflects that there is a certain point of start, followed by a sequence of steps and then this sequence of steps results in an outcome. It has a start, midpoint, and an end. Change can be considered as a halting or breaking point in the momentum of the organization. This results in causing a disturbance in the status quo and hence change is required to develop a new momentum state of equilibrium in the organization (Harris and Raviv, 2002). Change objectives include reflecting coordination amongst the new scenario by balancing the driving and restraining forces. HR departments are the primary change agents in most of the organizations. The aim of this paper is to look at the Human Resources approach regarding lean manufacturing in today’s world. The idea is to relate human resources contribution in the process of lean production which cannot be overlooked by today’s organizations. This paper will determine how decisions are taken by the human resource department, how the human resource department develops policies, and practices for the organization and how effectively the change processes are handled in the organization. It will also clarify what strategic HRM issues should be considered to bring about any cultural and fundamental change within organizations. 2. Cultural changes and Strategic HR policies 2.1 Cultural changes and possible HR solutions The policies and practices developed by human resource departments represent important forces that shape employee behavior and attitudes. Human resource department needs to take a number of actions if it wants to deal with the changes regarding culture and wants to make it more customer-responsive. The commitment at the organizational level is enhanced with a positive culture and this also allows improvements to be observed in employee behavior. This certainly acts as a strong benefit for the organization. From the perspective of an employee, the organizational culture is valued highly and it also reduces the level of ambiguity (Oliver, 2006). On the other hand, it should also be noted that cultural changes are not easily acceptable by employees. Resistance is observed from employees when the element of change is observed in organizations and this resistance may create obstacles in the accomplishment of goals and objectives of the organization. 2.2 Broad Problem Area Our broad problem area in this case would be an area requiring improvement. ‘Lean Manufacturing’ into an organization is seen to bring a number of benefits, i.e. efficiency savings, improved productivity, waste reduction (Genaidy, 2003). But it is felt that such cultural and fundamental changes are not easily acceptable by employees. 2.3 Problem definition The problem hence is what strategic HRM issues should be considered to bring about such cultural and fundamental change? 2.4 HR policies and practices HR department need to develop rules and regulations that are acceptable in the organization by considering whether the employees are interested in taking risks or not. The way employees behave at workplace, the amount of freedom that they should be provided by the management and the rewards they receive on good performance are all developed by the HRM in their policies (Rynes, 2004). Change reaction may be at the minimum level during its emancipation but the element of resistance may be present for a longer time such as weeks or months. Change reactions can be unexpected and it may increase in its intensity resulting in a response that may be out of context. The follow up plans for change may not then give the desired outcomes. HR department can take the following steps to deal with any resistance to cultural change (Tushman, 2006). 2.4.1 Education and communication HR department can reduce resistance to change by communicating the change process clearly. The employees need to understand the logic behind the process of change in the organization. Accordingly this process of HR can figure out the source of resistance which lies in miscommunication or poor understanding of the message by the employees. If employees receive the entire information and are clear upon the reason and process of change then the level of resistance may reduce highly. The process of communication can be conducted on a one to one discussion, though memorandums, through group discussions, or through reports by HR department (Rynes, 2004). 2.4.2 Participation The employees who have participated in a particular decision for change may show resistance in accepting the change. Before making any change, those who are resisting the change can be brought into the decision process. HR department need to ensure that the participants believe in the change process and should also believe that they have the ability to make strong contribution and their participation can decrease the level of resistance in the environment of the organization. By accepting the change, employees would gain benefit along with the organization. 2.4.3 Facilitation and Support HR department can offer a range of helping hands in reducing the level of resistance in the organization. After gaining information about the type of changes in the organization, there are many employees that may develop fear and anxiety. The HR department needs to deal with such employees by providing them counseling and different types of therapy sessions. Providing the employees with training may allow HR to demonstrate facilitation and support to the employees (Birdie, Clegg and Patterson, 2008). 2.4.4 Negotiation Negotiation strategies need to be used by HR in dealing with resistance to change. Resistance can also come from those employees who have powerful position within the organization. In order to tackle with such situation, specific reward package can be offered to that specific individual. Negotiations can be the only source in such a scenario and this could also result in high costs for the organization. There is also a possibility that the opponent may blackmail HR every time when organization is thought to have any such cultural or fundamental change (Ortenblad, 2002). 2.4.5 Manipulation and cooptation HR can twist the facts in front of employees to make them more attractive and can create weaved information to stop employees from being a barrier to change. This tactic is known as manipulation that is practiced by HR (Hunt and Hansen, 2007). For example if within organization employees threatens to shut down a particular manufacturing plant through strike HR can stop them by threatening them on pay deductions. As it’s just a way to halt employees as barrier to change, therefore it is called as usage of manipulation by HR. Through cooptation HR can also acquire the person in the leading position of the opponent group. HR can offer him a major role in the change process. This could only be done to stop unnecessary resistance. These two methods by HR are relatively less expensive and easy to achieve the support of opponent (Boonstra, 2004). 2.4.6 Coercion HR lastly can directly apply threats or force on the resistance. If for example the employees in the organization are adamant towards the shutdown of the manufacturing plant then the HR can use the coercion strategy. Elements that fall under the coercion strategy are giving threats to employees for transferring them elsewhere, letting them know that they may lose the opportunity of promotions, and also letting them know that this attitude may result in negative evaluations and other such things (Hayton, 2003). 3. Ethical Issues and HR practices 3.1 Ethical Concerns Practice of major values within organization can only be done by individuals. However, it does not mean that the whole organization is ethical. Foundation of ethically sound organization can only be build by HR through publishing, practicing, establishing and executing these values. Strong foundation of organizations can only be build by the HR department (Ryan, 2006). Organizations cannot change the culture through a single employee or department that is reflecting some of the symptomsorshe culture through single employee or department Read More