Human variability, task complexity and motivation contribution in manufacturing

This paper is a preliminary study of the human contribution to variability in manufacturing industry and how motivation and learning play a key role in this contribution. The longer term aim is to incorporate this understanding in a methodology, using principles and guidelines, that aims to help in the design of intelligent automation that reduces product variability. This paper reports on the early stages that are concerned with understanding relationships between human-induced product variability, task complexity and human characteristics and capabilities. Two areas have been selected for initial study in manufacturing industry: (a) the relationship between manual task complexity and product variability and (b) the relationship between employee motivational factors and learning behaviours. The paper discusses the progress to date in conducting initial empirical studies and surveys in industry and draws tentative conclusions of the value of this knowledge to the overall objective of intelligent automation

What Types of Predictive Analytics are Being Used in Talent Management Organizations?

[Excerpt] Talent management organizations are increasingly deriving insights from data to make better decisions. Their use of data analytics is advancing from descriptive to predictive and prescriptive analytics. Descriptive analytics is the most basic form, providing the hindsight view of what happened and laying the foundation for turning data into information. More advanced uses are predictive (advanced forecasts and the ability to model future results) and prescriptive (“the top-tier of analytics that leverage machine learning techniques … to both interpret data and recommend actions”) analytics (1). Appendix A illustrates these differences. This report summarizes our most relevant findings about how both academic researchers and HR practitioners are successfully using data analytics to inform decision-making in workforce issues, with a focus on executive assessment and selection

On the Interface Between Operations and Human Resources Management

Operations management (OM) and human resources management (HRM) have historically been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications and staffing. Human responses to operations management systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Employee turnover prediction and retention policies design: a case study

This paper illustrates the similarities between the problems of customer churn and employee turnover. An example of employee turnover prediction model leveraging classical machine learning techniques is developed. Model outputs are then discussed to design \& test employee retention policies. This type of retention discussion is, to our knowledge, innovative and constitutes the main value of this paper

Managing Customer Services: Human Resource Practices, Turnover, and Sales Growth

This study examines the relationship between human resource practices, employee quit rates, and organizational performance by drawing on a unique nationally representative sample of 354 customer service and sales establishments in the telecommunications industry. Multivariate analyses show that quit rates are lower and sales growth is higher in establishments that emphasize high skills, employee participation in decision-making and in teams, and HR incentives such as high relative pay and employment security. Quit rates partially mediate the relationship between human resource practices and sales growth. These relationships also are moderated by the customer segment that frontline employees serve

Recognizing Risk in Human Capital Investments: A Real Options Approach to Strategic Human Resource Management

An issue that has not yet been explored in the field of strategic human resource management (SHRM) is that of managing the ‘risks’ involved in human capital management of the firm. We address this issue using the real option theory framework. We argue that certain HR practices manage risk and generate opportunities for the firm by creating \u27options\u27 for its human capital management. These HR options help ensure stability of returns from human capital and thus sustain competitive advantage. Different types of HR options and the role of certain HR practices in creation of these options are discussed

Ownership and Export Characteristics of Irish Manufacturing Performance

Recent research has sought to explore whether exporting enterprises have superior performance characteristics relative to non-exporters, and whether such superiority is associated with performance pre- and/or post- exporting. This paper extends existing research to take account of enterprise ownership and export market destination. It explores these issues using micro data on Irish manufacturing between 1991 and 1998, a time period during which Ireland experienced rapid export-driven growth. The study provides further evidence of the superior characteristics of exporters relative to nonexporters and supports the self-selection hypothesis that superior enterprises are more likely to export. However, no evidence is found for learning-by-exporting effects in enterprises. We find export destination matters: the performance characteristics of enterprises that export globally differ from those that export locally.Trade, Export Premium, Export Destination, Foreign Ownership.

Doing Well and Doing Good: Pioneer Employers Discover Profits and Deliver Opportunity for Frontline Workers

A new study of business practices reveals powerful ways to create strategic and financial gains. Lower-wage workers, when supported by effective policies, boost productivity, quality, innovation, and revenues from new markets. In the process, the value added by frontline employees rises and they garner significant and sustained wage gains and career advancement. The successful formulas of these firms are models adoptable by thousands of similar businesses

Employer Training and Skill Shortages: A Review of the State of Knowledge With Recommendations for Future Research by the Department of Labor

This report proposes that the Department of Labor undertake a program of research designed to inform the policy debate related to skill shortages and the role of employer training in ameliorating them. The paper reviews the currently available evidence and then proposes new research on seven questions