MGMT 3100 Human resource Management

MGMT 3100 Human resource Management
Options in Employee Training Susan Schniepp, distinguished fello w a t Regulatory Compliance Associates, discusses training personnel on a limited budget. Q * l am in charge of training fo r a contract-m anufacturing ■site w ith approximately 350 employees. The budget for my departm ent was recently cut, and now l am struggling to get my employees to training. I know th a t this w ill become a potential item when my clients inspect me. Do you have any suggestions on w hat l can do to remedy this situation? A This is a great question. It seems cutting the training and travel budgets are the firs t austerity measure companies take when they are facing some budgetary difficulties. In my opinion, training should probably be one of the last areas th a t should have its budget cut because training is one of the key elements management can use to assure th e ir com m itm ent to consistently producing a high-quality product. It is also a GMP requirement. The United States regulations, 21 Code o f Federal Regulations (CFR) 211.25, define personnel qualifications and state, “Each person engaged in the manufacture, processing, packing, or holding of a drug product shall have education, training, and experience, or any combination thereof, to enable th a t person to perform the assigned functions.. Training shall be in the particular operations that the employee performs and in current good manufacturing practice (including the current good manufacturing practice regulations in this chapter and w ritte n procedures required by these regulations) as they relate to the employee’s functions. Training in current good manufacturing practice shall be conducted by qualified individuals on a continuing basis and w ith sufficient frequency to assure th a t employees remain familiar w ith CGMP requirements applicable to them ” (1). W e b in ar train in g Just because your budget is cut, however, doesn’t mean you can’t make sure employees receive meaningful training. There are many organizations and companies that offer webinar training on topics ranging from “How to Write Effective SOPs” to “How to Perform an Effective Technology Transfer” to Risk Management Strategies for Quality Management in the Pharmaceutical Industry.” Some of these webinars are free and some require a registration fee. They are usually 90 minutes in length, and many offer an opportunity to ask the speakers questions through a chatroom feature. If you are unable to listen to the webinar live, you may have the option to purchase a recording of it and listen to it at your convenience. The recorded option offered w ith these webinars can be valuable fo r training employees who work on the second and third shifts that canoften be challenging. The companies offering these webinars advertise them well in advance o f the event and often send out multiple reminders. The advertising for the webinars highlight who will be speaking, their qualifications, w hat they will cover in the training, and what you will learn as a participant. In addition, they will also make recommendations on who should attend so you can determine if this is appropriate training for your employees. In some cases, the webinar may offer continuing education credits fo r attending. This information should be printed out and used to demonstrate the appropriateness of the training during an audit. Even though your budget has been cut, th ere are still opportunities to get your employees th e required needed training. Available FDA training The US Food and Drug Administration (FDA) also offers training through the FDA Learning Portal for Students, Academia and industry at www.fda.gov/Training/learningportal. This training, FDA re p o rts ,”… provides educational resources related to FDA’s regulatory, product quality, and safety responsibilities. In each section you’ll find educational materials such as lectures and courses as well as web pages related to the particular topic.” Some of the topics available include courses titled FDA 101, FDA’s Regulatory Framework, Current Initiatives, Human Drug Approval and Post-marketing. The modules also provide a course objective so you and your employees will understand w hat they should know after completing the training. For example, there is also a module called A Tour o f FDA, which, f d a states, will provide an understanding of FDA’s public health mission and how the agency is organized to carry out its mission (2). FDA also broadcasts some of its public meetings depending on the topic. The agency’s public meeting regarding its Request for Quality Metrics Guidance fo r Industry was a great way to learn about the new guidance and what industry colleagues were thinking. This is another way employees can keep up-to-date on the current issues facing the industry. Pharmaceutical Technology Europe De c e m b e r 2016 6 5 Training from within Finally, for some employee groups, internal training consisting of discussions of current topics that can be found from industry warning letters, 483s, or new guidance documents may be a low-cost alternative to a formal training experience. These discussions can be led by qualified company personnel and can cover not only the specifics of the issues but the rationale behind them. As with all other training, these discussions should be documented in your training system. The bottom line is even though your budget has been cut, there are still opportunities to get your employees the required needed training that will satisfy your customers in audits. You should sign up to receive emails from companies and organizations that offer online training, review them to determine if they are applicable to your operations, determine who should attend from your company, and make sure you document their attendance for their training record. In addition, you should also monitor the FDA website for potential upcoming webcasts, past webcasts, and other public offerings that will help you and your employees receive the necessary training even w ith a limited budget.join PTE’s community Join the PharmTech group on Linkedln™ and start discussing the issues that m atter to you with your peers Go to PharmTech.com /linkedin Linked) *The linkedln logo is a registered trademark of Linkedln Corporation and its affiliates in the United States and/or other countries To stay up to date with the latest headlines from across the bio/pharmaceutical industry, follow us on Twitter at www.PharmTech.com/Follow References 1. 21 CFR 211.25, Personnel Q ualifications, 1 Apr. 2016. 2. FDA, FDA E ducation and Resources by Subject, www.fda.gov/ Training/learningportal/ucm 417363.htm #overview, accessed 30 Nov. 2016. PTEYour opinion matters. Have a common regulatory or compliance question? Send it to [email protected] and it may appear in a fu tu re column. Ad Index COMPANY_______________________________________________ PAGE AirBridgeCargo A irlin e s ……………………………. …………………………41 B Braun Melsungen AG…………………………………………………………50 Baxter Healthcare C o rp …………………………………………………. 25,51 Catalent Pharma Solutions………………………………………………52,68 C o n te c ………………………………………………………………………….. 11.53 ETQInc.,………………………………………………………………………..5, 54 Letzner Pharmawasseraufbereitung G m bH …………………….. 19,55 Mueller G m bH ………………………………………………………………..4 3 ,5 6COMPANY _______________________________________________ PAGE Powder Systems L td ………………………………………………………. 39, 57 R o m m ela gC M O ……………………………………………………………..2 3 ,58 Rommelag Engineering. Shimadzu E uro pe ……… Starna S c ie n tific ……….. TASl TEST-Sepha, Bonfiglioli & A lp s ………………………………… 4 5 ,62 Umicore AG & Co. KG……………………………………………………..13,63 Veltek Associates Inc ……………………………………………………. 7.64 6 6 Pharmaceutical Technology Europe December 2016 P h a rm T e c h .c o m CREATIVE CROP/GETTY IMAGES Copyright ofPharmaceutical TechnologyEuropeisthe property ofAdvanstar Communications Inc.anditscontent maynotbecopied oremailed tomultiple sitesorposted to alistserv without thecopyright holder’sexpresswrittenpermission. However,usersmay print, download, oremail articles forindividual use.
MGMT 3100 Human resource Management
Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 2 9 Performance Management and Innovative Human Resource Training Through Flexible Production Systems Aimed at Enhancing the Competitiveness of SMEs © 2015 IUP. All Rights Reserved. Nunzio Casalino 1, Maurizio Cavallari 2, Marco De Marco 3, Maria Ferrara 4, Mauro Gatti 5 and Cecilia Rossignoli 6 In the current knowledge economy, companies need to develop competitive advantages based on an adequate and intensive use of innovation processes and Information and Communication Technology (ICT) that are becoming essential elements of business success in today’s European market. The purpose of this paper is to introduce and discuss the benefits of online training on automation and innovation fields and try to explain their organizational impact on Small and Medium-Sized Enterpris es (SMEs). Besides, it tries to understand the main barriers to SMEs with respect to the realization of their innovative potential and their capacity to improve internal processes by ICT adoption and organizati onal change. They are becoming particularly important for achieving greater productivity, lower operation al costs, and higher revenues (usually characterized by reduced access to external finance, unavailabil ity of wider distribution channels, low internationalization, etc.). The goal of the paper is also to synth esize the experience and the benefits of e-learning and of a specific professional environment in the training process. The described project provides training contents to enhance the participants’ background an d some innovative simulations to improve effectively the specialized knowledge of the employees on ind ustrial automation systems. 1 Associate Professor of Business Organization, Università LUISS Guido Carli, Rome, Italy; and is the corresponding author. E -mail: [email protected] 2 Ad j u n c t P r o f e s s o r o f B u s i n e s s O r ga n i z a t i o n , U n i v e r s i t à C a t t o li c a d e l Sa c r o C u o r e , M i la n , I t a ly. E-mail: [email protected] 3 Full Professor of Business Organization, Uninettuno, Rome, Italy. E-mail: [email protected] iversity.net 4 Fu ll P r o f e s s or o f B u s in e s s O r ga n i z a t i on , U n i v e rs i t à d e gli St u d i d i N a p o li “ Pa r t he n o p e ” , Na p le s , It a l y. E-mail: [email protected] 5 Full Professor of Business Organization, Università La Sapienza, Rome, Italy. E -mail: [email protected] iroma1.it 6 Full Professor of Business Organization, Università di Verona, Verona, Italy. E -mail: cecilia.rossig [email protected] Introduction Information and Communication Technology (ICT), automation and robotics are changing the manufacturing processes and industrial competitiveness. In parallel, educational institutions are also integrating several aspects of information systems, logistics, mechanics, electronic processes (mechatronics) and technologies to improve their business courses. The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 3 0 This element is especially relevant for Small and Medium-Sized Enterprises (SMEs), whose survival depends, among other factors, on the use they make of ICTs to develop new organizational models, compete in new markets or enhance their internal and external communication relationships. Nevertheless, many small enterprises have rather conservative approaches toward new technologies and thereby miss many opportunities of utilizing improved technologies (Armenia et al ., 2008). SMEs need highly qualified staff with strong competencies for operating new industrial machines and managing sophisticated production processes (Casalino et al ., 2012). The project results analyzed in this paper can help managers and trainers to address and go over the problem of low knowledge about possibilities offered by flexible industrial automation systems. The project, which will be described in depth later, adapts and develops an innovative approach and learning contents (Uskov and Casalino, 2012) targeted specifically at SMEs to qualify managers and staff on industrial automation systems. There have been significant debates about the impact of new ICTs on economic performance (Jin, 1999) and competitiveness in general, and on productivity, efficiency, and innovation in particular (Metallo et al ., 2012). The diffusion of automation can produce new opportunities to SMEs. It overcomes the concept of traditional organization and emphasizes the interdependence between the organization of jobs and technology (Fontana and Caroli, 2013). Notably, in seeking an explanation for the acceleration in productivity and economic growth experienced in many industrialized countries, many economists have looked at the development, application, and utilization of ICT as a critical success factor. Hence, at the firm level, the expectations are of greater efficiency, lower costs, and access to larger and new markets, while governments see the application and use of ICT as generating higher productivity and competitiveness (Agrifoglio et al ., 2013). This paper provides an analysis of automation and innovation fields and tries to explain their organizational impact on SMEs. Beside s, it tries to understand the main barriers to SMEs with respect to the realization of their innovative potential and their capacity to create employment (reduced access to external finance, unavailability of wider distribution channels, low internationalization, etc.). Moreover, as first argued by New Growth Theory (Romer, 1986), the capacity of continuous innovation has become a key factor in the global competition of high-income regions in order to acquire additional factors of production and the new value-adding processes which are necessary to keep an economy on a sustainable growth path (Ricciardi and De Marco, 2012). SMEs seem to be the ideal vehicle to promote both goals—sustainable innovation-based economic growth and employment creation—without trade -offs, given, as frequently assumed, the high flexibility as well as the relatively labor-intensive mode of production in SMEs. However, the issue as to how realistic these expectations are is anything but resolved. Despite the experience with a different number of SME promotion programs, it is still debated as to which specific policy measure is really suitable to guarantee undistorted competition by compensating firm-size specific disadvantages, such as the SMEs’ restricted access to public resources. Organizational Impact of ICT and Automation: Reason for the Change The relevant literature has traditionally suggested different perspectives or aspects of ICTs that must be considered in the study (Brady et al ., 2002). From an economic and management Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 3 1 viewpoint, ICTs have been regarded as: (i) a social construction; (ii) an information provider; (iii) an infrastructure—hardware and software; and (iv) a business process and system. From a marketing point of view, ICTs have also been viewed as: (i) a variety of separate applications (Internet, Databases, PowerPoint); (ii) a marketing channel; (iii) a communication/ promotional medium; (iv) a marketing technique; and (v) a tool for relationship marketing. ICT adoption and organizational change are becoming essential for achieving greater industry productivity, lower operational costs, and higher revenues. The close correlation between these dimensions of improved economic performance from ICT and organizational change corresponds well with the findings from other studies on the impact of ICT on firm performance. Therefore, ICTs can be viewed as a collective term for a wide range of software, hardware, telecommunications and information management techniques, applications and devices, and are used to create, produce, analyze, process, package, distribute, receive, retrieve, store and transform information (Barba-Sánchez et al ., 2007). It has thus often been argued that the effective utilization of ICT requires more horizontal organizational structures with greater levels of responsibility for the overall coordination of work placed on the individual employee. It also requires the implementation of clear functional descriptions of tasks. All this often requires a complete reshaping of the organizational structure of the firm where all aspects of the organizational development are consequently given attention. Hence, it is important to note that the firms are going through a period of rapid modernization, emphasizing improved production processes and flexible organizations that can address the needs of the market, as part of transformation of the socioeconomic fabric to a market- driven economy. This may in part explain why ICT is combined with other factors, such as new marketing strategies and organizational change. Today, there is a strong need for collecting more revealing data on ICT utilization and its impact on SMEs, for more rigorous analysis of how ICT investment and use affects innovation (Iannotta et al ., 2014), and for better u nderstanding h o w th is can translate into p roductivity increasing and e nh ancing competitiveness (Figure 1). How to correlate SMEs in the internationalization processes or whether they only function as suppliers in global value chains, dominated by large – scale transnational enterprises, is an open que stion. Without doubt, the current wave of internationalization is accelerating the diffusion of innovation across industries (Kaplan, Figure 1: Sub-Goals of a Company and Efficiency Indicators Goal of the Company Efficiency of Coordination Efficiency of Motivation Sub-Goals Efficiency of Process Efficiency of Resources Efficiency of Delegation Efficiency of Market The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 3 2 1999). Yet it is unclear whether SMEs are driven by globalization or whether they are a driving force in this process. It is clear from our study that ICT utilization is already having an impact on the economic performance of firms. This is reflected in the findings on the impact of ICT on economic performance, where it is evident that ICT is a substantial contributor to productivity, profitability, and growth. Accordingly, a new marketing strategy is particularly relevant for translating the introduction and use of ICT into improvement of profitability (De Marco and Sorrentino, 2007). This is mainly because the use of ICT together with new marketing initiatives enables firms to strengthen their position in existing markets or enter new markets, thereby improving profitability. ICT is particularly important for lowering operational costs and increasing revenue. In addition to identifying the immediate impact of ICT on the economic performance of SMEs, it is possible to identify how firms use ICT to improve their future performance, namely, through innovation. ICT is only a minor facilitator of innovation; it only becomes powerful in combination with a number of other complementary factors. The main factors contributing to innovation in SMEs are: • Changes in salary structure; • Training of staff; • Capital investment in equipment; • Organizational change; and • New market strategy. In most of the sectors surveyed, ICT contributes more to process innovation than to product and relational innovation. The use of ICT is thus mainly for changes in production processes within the organization, rather than the development of new products or the furthering of relationships, especially with suppliers. It was found that relatively fewer firms report decreasing costs because of ICT (Rossignoli, 2004). Automation is the adoption of control systems and ICT to reduce the need for human work in the production of goods and services. In the scope of industrialization, automation is a step beyond mechanization. While mechanization provides human operators with machinery to assist them with the muscular requirements of work, automation greatly decreases the need for human sensory and mental requirements as well. Automation plays an increasingly important role in the world economy and in daily experience. Automation has had a notable impact on a wide range of industries beyond manufacturing (where it began). In general, automation has been responsible for the shift in the world economy from industrial jobs to service jobs in the 20 th and 21 st centuries. The result has been a rapidly expanding range of applications and human activities. Design and manufacturing of products are important for information technology industry and can assist in the design, implementation, and monitoring of control systems. Automated teller machines have reduced the need for bank visits to obtain cash and carry out transactions (De Marco, 2004). Engineers now can have numerical control over automated devices. Computer-Aided Technologies (or CAx) now serve the basis for mathematical and organizational tools used to create complex systems. Notable examples of CAx include Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 3 3 Computer-Aided Design (CAD software) and Computer-Aided Manufacturing (CAM software). The improved design, analysis, and manufacture of products enabled by CAx have been beneficial for industry information technology, together with industrial machinery and processes; and can assist in the design, implementation, and monitoring of control systems. One example of an industrial control system is a Programmable Logic Controller (PLC). PLCs are specialized hardened computers, which are frequently used to synchronize the flow of inputs from (physical) sensors and events with the flow of outputs to actuators and events. Human Machine Interface (HMI) or Computer Human Interface (CHI), formerly known as man-machine interface, is usually employed to communicate with PLCs and other computers. Service personnel who monitor and control through HMIs can be called by different names. In industrial process and manufacturing environments, they are called operators or something similar. Some automation tools that could be adopted in SMEs are: • ABNN – Artificial Business Neural Networks; • DCS – Distributed Control Systems; • HMI – Human Machine Interface; • SCADA – Supervisory Control and Data Acquisition; • PLC – Programmable Logic Controllers; • PAC – Programmable Automation Controllers; • Motion Control Systems; and • Advanced Manufacturing Systems. Innovation and Technology Transfer Joseph Schumpeter is often mentioned as the first economist to have drawn attention to the importance of innovation (Johannessen et al. , 1999), defining five types of innovation ranging from introducing a new product to changes in industrial organization. The Oslo Manual provided two more technical definitions, but still it appears that “innovation” is not easy to define precisely. In 1999, in his keynote speech, Mills gave some simple definitions: • Science: how to understand things; • Technology: how to do things; • Management: how to get things done; • Creation: bringing into existence; • Invention: devising something new or a new way to do things; and • Innovation: turning an idea into income. According to David Archibald, innovation is a science and explains what innovation and creativity mean by these simple formulas: Creativity = Idea + Action By this, Archibald means that the “idea” is just the beginning to create something. People must do something to bring the idea and create something. The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 3 4 Innovation = Creativity + Productivity In reality, the sequence is: get an idea, test or prototype it, produce a finished item and bring it into use. In the case of artists, this corresponds to: get inspiration, sketch it, put it down on canvas, and finally exhibit the work. For many businesses, the ultimate goal is the idea to produce profit. In this case, innovation must come from ideas that lead to sales. Profitable Innovation = Innovation + Marketing The innovation process is a combination of various activities starting from research but including design, market investigation, process development, and may include organizational restructuring, employee development, etc. Innovation implies creativity and dynamism that will benefit the company and result in a higher standard of living. However, as a conclusion, it must be kept in mind that measurement of innovation is very difficult. Technology transfer is the process by which existing knowledge and capabilities developed under public R&D funding are used to fulfill public and private needs. Besides, an organization must become a learning organization and there must be a constant and unstinting market focus. Market and learning orientation are less formal, less structured, and less sequential in SMEs. According to Baker and Sinkula (1999), learning orientation “is a mechanism that directly affects a firm’s ability to challenge old assumptions about market and how a firm should be organized to address it”. SMEs have a natural advantage in that it is easier to create a learning environment in smaller organizations. Specifically, organizational learning is a workplace learning, which is a lower-level learning style involving the use of existing knowledge to enhance operational efficiency in SMEs. To expand, a learning organization can be described as possessing: • Commitment to learning: The degree to which an organization values and promotes a learning culture by believing that learning is key to improvement and competitive advantage; • Shared vision: An organization-wide focus on learning or direction of learning that is evident across all levels of an organization; • Open-mindedness: Willingness to critically evaluate the organization’s operational routine and to accept new ideas by continually judging the quality of decisions and activities taken and perceptions about marketplace; and • Intra- organizational knowledge sharing: Collective beliefs or behavioral routines related to the spread of learning among different units within the organization by having mechanisms for sharing lessons learned in organizational activities from department to department (unit to unit, team to team). Organizational Structure and Human Resources A new flexible production system involves many changes in firm’s organization chart with the increasing use of automation, often pointing out the problem of the lack of trained staff Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 3 5 (Rossignoli, 2009). Indeed, very few workers are able to actively practice with new technology. The structure has to be modern and efficient and its staff have to be extremely skilled. Staff has to use the best technology available now in the market (PLC, systems control, numerical controls, systems of automation distributed, industrial PC, barriers of protection). The business structure must integrate and elaborate information coming from different sources (Kessler and Chakrabarti, 1997). As regards the different business functions, they must be shaped so that results are accessible from this information. It is necessary to improve competences to allow solutions of personalized automation. We analyze in detail the main competences. The technical person must also take care of the management of the cars related to specific phases of the production trial and must verify the conformity of the result in comparison to the standards affecting the necessary regulations and intervening on possible anomalies. The technical staff must be able to use the principal programming languages and application, developing the ability to work in team and for objective, using different methodologies, as for instance, the project management. The principal occupations are assembled in the technical offices and in the centers of research and development. Some unit profiles are: • Th e techni ci an , in co llaboratio n with administrative pe rso nne l, de ve lop s experimental researches using all necessary competences for carrying out the activities; • The engineer of trial is the person who knows the trial that must be automated. In most cases, he coincides with the planner (mechanic) head; • The electric planner designs the structure of the electric system and the different uses of the production trial; • The expert of field defines typology, position and technical specifications of several sensors and essential actuators to check and watch the trial; • The planner of automatic controls is traditionally also an expert of measures and covers the necessary competences of an expert of field. They define the control system architecture and the specifications; • The person responsible for maintenance is another figure whose role is increasingly growing; and • The person of maintenance of automation must know how to distinguish between corrective maintenance and improved maintenance. Then the role of management is to improve the quality of the products and the flexibility, to reduce the time of production, to adjust laws and rules and to improve the use of the available resources. This is possible by means of suitable choices of investment, actions of marketing and naturally through an adjusted plan of production. This last phase must be managed through a fit allocation of human resources and with the control of the productive trials making use of automation. As regards the control of the production trials, the principal problem is the quick obsolescence of the firm’s products. The solution is therefore the use of The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 3 6 flexible systems of production that develop, in an automatic way, different products. Therefore, we can distinguish four types of competences to recognize industrial automation: 1. Methodological competences: The figures have technical competences, tied to the routine of automation; 2. Technological competences: Methodological competences are realized in solutions implemented through technologies, therefore technological competences are necessary for those who are working with industrial automation; 3. Competences of trial: Automation requires knowledge on the trials to automatize. Rather, experience shows that the automation of a productive trial often induces to find formal and general descriptions of the same process; and 4. Technological complexity: Technological complexity should not be too far ahead of scientific understanding as it would limit the commercial viability of the innovation by being too sophisticated for the end-user. The Research Project SMEs are generally resistant not only to training but also to other forms of wider participation. Generally, SMEs also engage in less management development activities than larger firms. Managers in SMEs are much less likely to have formal appraisals or discussions on their training needs. SMEs must still provide the ability for managers to learn by experience, bringing their knowledge, skills and values into the workplace and putting them into practice. Inevitably, these resources are limited and sometimes inadequate (Ward, 1996). This can be potentially harmful for an organization, sacrificing the strength and consistency of its culture to achieve short-term gain. The AutoMatic project, titled “Development of Curriculum and Innovative Training Tools for Industrial Automation Systems for People Employed in SMEs” addresses the problem of low or missing overview about possibilities offered by industrial automation systems. It develops approaches and learning materials directed specifically to SMEs to qualify staff in terms of industrial automation systems. AutoMatic has been selected for co -financing under the Lifelong Learning Program, Leonardo da Vinci, Transfer of Innovation Projects (2009-1BG1-LEO05-01640-24 months). The project is available on www.automatic-project.eu. The project has developed an innovative training approach, e -learning platform, several learning contents and specific simulation tools in the field of industrial automation systems, which are applicable to European SMEs. AutoMatic builds upon an existing approach developed in the pilot project “International Curricula of Mechatronics and Training Materials for Initial Vocational Training” for vocational schools developed by Tallinn Technical University, Estonia. The project consortium is composed of (Figure 2): • Gabrovo Technical University, Bulgaria, www.tugab.bg (project promoter); • ECQ – European Center for Quality, Sofia, Bulgaria, www.ecq-bg.com (project coordinator); Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 3 7 • Tallinn University of Technology, Estonia, www.ttu.ee; • LUISS Guido Carli University, Rome, Italy, www.luiss.it; and • Multidisciplinary European Research Institute Graz, Austria, www.merig.org. Target groups are practitioners in SMEs who intend to get an introduction and overview about industrial automation processes and are the main target group of AutoMatic. The project also addresses students in vocational education as end users as well as teachers and trainers as intermediates. The developed products can support SME employees who want to improve their qualification or requalify and need to increase their flexibility with respect to market demands and successful realization on the common labor market. Between the results achieved, interactive training tools (Yamasaki and Baba, 1996) for industrial automation systems are developed. More specifically, innovative curricula and the following five training modules are targeted at SME management and staff: 1. ICT-based means for automation and innovation; 2. Sensors in industrial automation; 3. Actuators in industrial automation; 4. Application of PLC in industrial automation; and 5. Industrial networks and interfaces in automation systems. In the AutoMatic platform, a “virtual teacher” was integrated that speaks slowly, with a clear voice and a perfect intonation. Therefore, AutoMatic proposes an innovative approach for the training with a virtual teacher that holds the lessons, so that the distance training is combined with a similar direct contact. AutoMatic platform also offers auto – evaluation forms through which the learners can verify the acquired knowledge level. Such forms, at the Figure 2: The Project Website The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 3 8 end of every subject, allow the worker to immediately verify the acquired knowledge through the portal. Four different sections are deve loped for each training module (Figure 3): 1. Training courses; 2. Exercises; 3. Self-assessment; and 4. Links and references. The learning tools and materials are available in five languages: English, Bulgarian, Estonian, German and Italian. The learning tools and materials are available online, on DVD and on traditional booklets. Some main results achieved (Casalino, 2009) are: • Increased flexibility of SME employees who want to improve their qualification; • Increased motivation of target groups and their commitment for life -long learning and career planning; and • A good impact on the quality of vocational training and international cooperation in the area of industrial automation systems by providing time – saving and user- friendly approaches. Conclusion Studies on the process of information technology acquisition clearly show that these systems go through several evolutionary stages. During this development, the priority in order to succeed does not seem to be tied only to the acquisition process, but mainly to the paths of learning and organizational change. Experience suggests that these paths should be designed and carefully managed in order to allow the acquisition and effective use of ICT applications by the users and the whole enterprise. The traditional methodology for training, in fact, has failed to furnish a suitable medium in the professional training field, because of dynamic and Figure 3: An Exercise for the Self-Evaluation in the Field of Business Organization Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 3 9 continuous changes in the ICT sector and the increasing demand for more and more knowledge in the quality field (Casalino and D’Atri, 2005). AutoMatic can contribute to the success of the SMEs. The strategy is based on the creation of a system for the training that combines the distance learning objectives with the traditional benefits; therefore, the two different methodologies are integrated. In fact, on the one side, the distance statement is a comfortable method for the training of a vast entourage of people within automation, but on the other hand, many people does not believe in the effectiveness of such method of statement (Sorrentino and De Marco, 2010) because of the lack of a teacher in the method that mostly involves trainees. This research project includes the analysis of some indicators and specific key aspects that regard the current situation of automation and innovation culture in the European SMEs. These are: • What is the current situation of quality aspects dissemination through online courses? • How are the main models used and applied? • What role can national agencies or institutions, such as universities, have in the diffusion of innovation culture or the implementation of automation for SMEs through both traditional and web-based learning? • How do organizational and cultural specificities affect automation implementation? The importance of automation is increasing due to the fact that impediments such as lack of quality control and assurance systems, lack of accreditation and certification procedures, and poor conformity marks are still widespread (Casalino et al ., 2013). Such impediments are considered as major potential and unnecessary technical barriers to trade, especially concerning international competitiveness and globalization. It is important to underline that SMEs have to meet the challenges of globalization and the new knowledge – driven economy aims. Consequently, in the knowledge society, SMEs need to develop competitive advantages based on an adequate and intensive use of ICT, which is an essential element of success in today’s market .  References 1. Agrifoglio R, Metallo C, Varriale L et al. (2013), “Assessing Individual Learning and Group Knowledge in a Wiki Environment: An Empirical Analysis”, in E P Klement, W Borutzky, T Fahringer, M H Hamza and V Uskov (Eds.), Proceedings of Web -Based Education-WBE 2013 Conference , IASTED-ACTA Press, Zurich, Innsbruck, Austria. 2. Archibald R D (2003), Managing High Technology Programs and Projects , Vol. 1, pp. 24-89, John Wiley & Sons, New Jersey. 3. Armenia S, Canini D and Casalino N (2008), “A System Dynamics Approach to the Paper Dematerialization Process in the Italian Public Administration”, in A D’Atri, M De Marco and N Casalino (Eds.), The Interdisciplinary Aspects of Information Systems Studies , pp. 399-408, Physica-Verlag, Springer, Heidelberg, Germany. The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 4 0 4. Baker W and Sinkula J (1999), “Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance”, Journal of Market Focused Management , Vol. 4, No. 4, pp. 295-308. 5. Barba-Sánchez V, Martínez-Ruiz M and Jiménez-Zarco A (2007), “Drivers, Benefits and Ch alle nges of ICT Adop tion by Small and Me dium -Siz ed E nterprises (SMEs): A Literature Review”, Problems and Perspectives in Management , Vol. 5, No. 1, p. 12. 6. Brady M K, Cronin J and Brand R (2002), “Performance – Only Measurement of Service Quality: A Replication and Extension”, Journal of Business Research , Vol. 55, pp. 27-31. 7. Butler J (1999), “A Practical Model for Technology and Innovation Management”, Proceedings of the Portland International Conference on Management of Engineering and Technology (PICMET), Vol. 1, pp. 103-105. 8. Capriglione F and Casalino N (2014), “Improving Corporate Governance and Managerial Skills in Banking Organizations”, International Journal of Advanced Corporate Learning, Vol. 7, No. 4, pp. 17-27. 9. Cardinal L B, Alessandri T M and Turner S F (2001), “Knowledge Modifiability, Resources, and Science -Based Innovation”, Journal of Knowledge Management , Vol. 5, No. 2, pp. 195-204. 10. Carneiro A (2000), “How Does Knowledge Management Influence Innovation and Competitiveness?”, Journal of Knowledge Management , Vol. 4, No. 2, pp. 87-98. 11. Casalino N (2006), Innovazione e organizzazione nella formazione aziendale , Vol. 10, pp. 1-212, Cacucci, Italy. 12. Casalino N (2009), “An Innovative Model of Trans-National Learning Environment for European Senior Civil Servants—Organizational Aspects and Governance”, Proceedings of 11 th International Conference on Enterprise Information Systems , pp. 148-153, INSTICC, Milan, Italy. 13. Casalino N (2012), Piccole e Medie Imprese e Risorse Umane nell’Era della Globalizzazione , Vol. 90, pp. 1-273, Wolters Kluwer, Cedam. 14. Casalino N (2014a), “Simulations and Collective Environments: New Boundaries of Inclusiveness for Organizations?”, International Journal of Advances in Psychology, Vol. 3, No. 4, pp. 103-110. 15. Casalino N (2014b), “Learning to Connect: A Training Model for Public Sector on Advanced E-Government Services and Inter- Organizational Cooperation”, International Journal of Advanced Corporate Learning , Vol. 7, No. 1, pp. 24-31. 16. Casalino N and D’Atri A (2005), “Quality, Usability and Economical Aspects in a Medical Web -Based Training Service”, Proceedings of the 4 th IASTED International Conference on Web -Based Education , Vol. 1, pp. 304-310, ACTA Press, Grindelwald, Swiss, Zurich. Performance Management and Innovative Human Resource Training Through Flexible ProductionSystems Aimed at Enhancing the Competitiveness of SMEs 4 1 17. Casalino N and Di Persio F (2004), “Integrating Medical Services, Training and Education: The Hermes Project Platform”, Advanced Technology for Learning Journal , Vol. 1, No. 2, pp. 71-80. 18. Casalino N, D’Atri A and Manev L (2007), “A Quality Management Training System on ISO Standards for Enhancing Competitiveness of SMEs”, Proceedings of the 9 th International Conference on Enterprise Information Systems , June 12-16, pp. 229-235, INSTICC, Funchal, Madeira, Portugal. 19. Casalino N, D’Atri A and North-Samardzic A (2011), ICT-Based Means for Automation and Innovation , Leonardo da Vinci 2009-1-BG1-LE005-01640, Neo Pub. Ltd., Sofia, Bulgaria. 20. Casalino N, Buonocore F, Rossignoli C and Ricciardi F (2013), “Transparency, Openness and Knowledge Sharing for Rebuilding and Strengthening Government Institutions”, WBE 2013 , Vol. 10, IASTED-ACTA Press, Zurich, Innsbruck, Austria. 21. Casalino N, Ciarlo M, De Marco M and Gatti M (2012), “ICT Adoption and Organizational Change: An Innovative Training System on Industrial Automation Systems for Enhancing Competitiveness of SMEs”, Proceedings of the 14 th International Conference on Enterprise Information Systems , Wroclaw, Poland, L Maciaszek, A Cuzzocrea and J Cordeiro (Eds.), INSTICC, Setubal, Portugal, pp. 283-288. 22. Chesbrough H (2003), “The New Business Logic of Open Innovation”, Strategy & Innovation , Vol. 1, pp. 11-15. 23. De Marco M (2004), Le metodologie di sviluppo dei sistemi informativi , Franco Angeli, Milan. 24. De Marco M and Sorrentino M (2007), “Sowing the Seeds of IS Cultivation in Public Service Organisations”, Journal of Information Technology , Vol. 22, No. 2, pp. 184-194. 25. Fontana F and Caroli M (2013), Economia e gestione delle imprese , McGraw-Hill, Milan. 26. Gatti M (2000), “ I costi nel governo dell’impresa ”, in Strumenti di supporto dei processi decisionali , Cedam. 27. Golinelli G M, Pastore A, Gatti M, Massaroni E and Vagnani G (2011), “The Firm as a Viable System: Managing Inter- Organisational Relationships”, Sinergie Italian Journal of Management , Vol. 58, pp. 65-98. 28. Iannotta M, Gatti M and Giordani F (2014), “Emerging Models for Corporate Welfare and HR Management in the Service -Dominant Logic”, MCIS 2014 Proceedings , Vol. 32, pp. 1-14. 29. Jin Z (1999), “Organizational Innovation and Virtual Institutes”, Journal of Knowledge Management , Vol. 3, No. 1, pp. 75-83. 30. Johannessen J A, Olsen B and Olaisen J (1999), “Aspects of Innovation Theory Based on Knowledge Management”, International Journal of Information Management , Vol. 19, No. 2, pp. 121-139. The IUP Journal of Knowledge Management, Vol. XIII, No. 4, 2015 4 2 Reference # 29J-2015-10-02-01 31. Kaplan S M (1999), “Discontinuous Innovation and the Growth Paradox”, Strategy and Leadership , March-April, pp. 16-21. 32 .Kessler E H and Chakrabarti A K (1997), “Methods for Improving the Quality of New Product Innovations”, Proceedings of the Portland International Conference on Management and Technology , pp. 405-408. 33 .Metallo C, Agrifoglio R, Ferrara M et al. (2012), “Why Should People Use Wiki in Acade mic E nvironme nts? An Emp irical Analysis o f Undergraduate Stu de nts”, Visualization, Imaging and Image Processing: Modelling and Simulation, 784, Wireless Communications , ACTA Press. 34. Mills J, Bourne M, Neely A, Platts K and Gregory M (1999), “Operations Strategy and the Resource -Based Theory of the Firm”, 10 th Production and Operations Management Society Conference, Charleston, SC. 35. Ricciardi F and De Marco M (2012), “The Challenge of Service- Oriented Performances for Chief Information Officers”, Exploring Services Science, pp. 258-270. 36. Romer P M (1986), “Increasing Returns and Long-Run Growth”, Journal of Political Economy , Vol. 94, pp. 1002-1037. 37. Rossignoli C (2004), Coordinamento e cambiamento. Tecnologie e processi interorganizzativi , pp. 23-45, Franco Angeli, Milan. 38. Rossignoli C (2009), “The Contribution of Transaction Cost Theory and Other Network- Oriented Techniques to Digital Markets”, Information Systems and E-Business Management , Vol. 7, No. 1, pp. 57-79. 39. Sorrentino M and De Marco M (2010), “Evaluating E- Government Implementation: Opening the Interdisciplinary Door”, in Hans J Scholl (Ed.), E- Government: Information, Technology and Transformation , Vol. 17, pp. 72-88, M E Sharpe, Armonk, NY. 40. Thompsen J, Ibarra R and Center J (1997), “Extending Critical Knowledge Areas: Learn, Innovate, Propagate”, Proceedings of the Portland International Conference on Management and Technology, Vol. 97, p. 737. 41 .Uskov V and Casalino N (2012), “New Means of Organizational Governance to Reduce the Effects of European Economic Crisis and Improve the Competitiveness of SMEs”, Law and Economics Yearly Review Journal , Vol. 1, Part 1, pp. 149-179. 42. Ward A (1996), “Measuring the Product Innovation Process”, Engineering Management Journal , October, pp. 242-246. 43 .Yamasaki H and Baba J (1996), “New Wave of Managing Innovation”, Proceedings of the I n tern ati onal Co nferenc e of En gi ne eri n g a nd Tech nolo gy Mana gem ent, Vo l. 9 6, pp. 761-765. Copyright ofIUP Journal ofKnowledge Management isthe property ofIUP Publications and its content maynotbecopied oremailed tomultiple sitesorposted toalistserv without the copyright holder’sexpresswrittenpermission. However,usersmayprint, download, oremail articles forindividual use.
MGMT 3100 Human resource Management
Running Head: PERFORMANCE STANDARDS 0 Performance standards Name Date University Affiliation Performance standards provide employees with performance expectations from major duties. They are behaviors and actions which demonstrates how the job is to be done and the results expected for a satisfying performance. Working in an organization’s customer service unit comes in handy. It is one of the most essential basis for company performance. There are service expectations where one is supposed to know the experiences of customers. Every part of the service model should be accessed from the perspective of the customer. One has to be keen on return policies, refund exchange guidelines, wait times and employees’ interaction, and also put into considerations the ability of your stuff in meeting deadlines, filling orders in the time required and in the right manner, handles the customer’s needs in a friendlier and knowledgeable way (Hextall, 2013). Procedures and policies should be set so that employees will be effective in delivering good services to the customers, ensure that the employees have adequate working knowledge of the business policies and procedures provided for customers’ interactions. This may require starting training programs or starting a program about job shadowing in order to develop a stable working knowledge and bringing out the best practices in providing services to the customers. It also involves carrying out performance of customer service by reviewing the feedbacks from customers which will result to better service provision (Hextall, 2013). Communication is very important because exchange of information with customers establishes the standards of performance. This involves interaction with one another, also may include communication through emails, telephone and written communication exchanges. Acceptable parameters should be developed for holding and turning around for electronic communication response, wait time and returning calls. There should also be empowerment of employees which will result to provision of better and quality customer service, in some circumstances employees will be needed to depart from rules. The employer should ensure that the employees knows how to handle customers (Hextall, 2013). References Hextall, I. (2013). Performance standards (1st ed). London. Hoboken.
MGMT 3100 Human resource Management
Al yousif 0 Mohammad Al yousif MGMT 3100 Paisley Stidham 2/16/2017 JOB DESCRIPTION AND SPECIFICATIONS Job Title: Management Analyst Department(s): Human Resource Management Level(s): Corporate Reports to: The Manager Position Purpose and Nature of Work: Conducts evaluations and organizational studies, designs procedures and systems, conducts measurement studies and work simplifications, and prepares procedures manuals and operations. Job Duties and Essential Functions: Describe each broad function of the job, how it is accomplished and what end result is desired. Indicate in the first column the frequency the function is performed using the codes below. (Some items may occur concurrently.) Indicate in the second column if you believe the function to be essential to the fundamental successful performance of the job. Frequency: Rarely (R) Occasionally (O) Frequently (F) Continually (C) Less than 1% 1% to 33% 34% to 65% 66% to 100% Essential Job Function: Yes (Y) No (N) Frequency Essential Document findings F Y Prepare recommendations O Y Conduct on-site observations F Y Interview personnel O Y Develop solutions F Y Analyze data O Y Plan work procedures F Y Evaluate progress F Y Conduct work simplification F Y Design procedures O Y Design systems O Y 12) All other duties as assigned F Y Department Function: Ensure that all operations are smooth and that all employees assigned to specific duties are efficient and productive. Internal/External Contacts: Marketing Manager, Human Resource Specialists, Training, and Development Specialists, Market Research Analysts and Marketing Specialists, Fraud Examiners, Investigators, and Analysts (O.Net, 2016). The purpose of the contact is to make sure that everything is smooth and at the same time to guide the management analyst on specific tasks. Supervision Received: Management analyst is not monitored like other employees. However, he is answerable to the manager, and he reports to the manager. The direction of Others: The Management Analyst does not involve himself with employees. His major responsibility is to analyze and advise the organization on management related issues. He does not give work directions to junior employees, he only enquires and advises. Work Planning: The Management Analyst documents finding and later file recommendations on issues that are related to management. He also interviews personnel to ensure that their qualifications are in line with the goals of the organization. In a case of any challenge, he looks into ways that the challenges can be overcome and plans on the best strategies to apply. Accountability and Impact: The work will not be affected by any financial condition or budget, the amount agreed upon will push through no matter the situations or circumstances. Problem Solving and Decision Making Implementing an organizational change may be a problem, but the incumbent may decide to convince the management. Challenges Making the right decision is a challenge putting into consideration that a decision might fail the organization or take it to greater heights. Qualifications: Minimum Knowledge, Skills, Education and Experience required for the incumbent to be successful on the job: Must be an active listener Should be good in judgment and decision making Must have knowledge of employees’ education and training (O.Net, 2016) Must be good in English; reading, writing and speaking Must have the ability to hold on to conversation and to persuade Preferred Knowledge, Skills Education, and Experience which would enhance the incumbent’s success in the job: Should be equipped with modern technology skills a master’s degree will be an added advantage Other Job Requirements: From the list below indicate those actions or processes which would typically be performed by an incumbent in this job. Indicate in the first column the frequency of the action or process. Indicate in the second column if the action or process is essential to the performance of the job. Provide a description of those which are performed more than rarely Frequency: Rarely (R) Occasionally (O) Frequently (F) Continually (C) Less than 1% 1% to 33% 34% to 65% 66% to 100% Essential Job Function: Yes (Y) No (N) Mental C 1) Interaction with others/communication skills: Y The job of the incumbent is to observe and to enquire. Therefore, communication skills are a necessity. O 2) Multi-task orientation: Y There is no guarantee that the incumbent will only be handling one task and therefore it is important for him to be prepared. O 3) Time/deadline/shift/overtime requirements: Y In the case of new implementations, the incumbent will be needed to spend more time at work so as to make observations and to provide guidance. O 4) Highly repetitive work: Y To ensure that the best observations are captured, the incumbent will be needed to repeat his observations time after time. C 5) Attention to detail: Y The organization cannot afford to miss on the finer details. Attention to detail will be compulsory. C 6) Reasoning: Y The reasoning of the incumbent must always be at its best. C 7) Work independently: Y In most cases, a management analyst is not supervised so he must be ready to work independently. R 8) Other psychological demands: N Physical O 1) Sitting: Y Sometimes the incumbent will be expected to plan on the progress while sited. O 2) Standing/walking: Y During observations, the incumbent will be required to walk around the premises to observe the progress. R 3) Crouching: N R 4) Stooping: N R 5) Reaching: N R 6) Twisting/turning: N R 7) Climbing: N R 8) Crawling: N R 9) Kneeling: N R 10) Leg/foot: N R 11) Handling: N R 12) Fingering/Feeling/Grasping: N R 13) Balance: N R 14) Pushing/Pulling: N R 15) Lifting/carrying or otherwise transporting: N R 16) Repetitive motion: N R 17) Operation of equipment/tools/vehicles: N O 18) Work extended hours (more than 8 hours in a day), varying shifts or unpredictable break periods: Y When there is much work to be done, the incumbent will be required to remain behind till the work is done. Use of Sense F 1) Talking in person/by phone: Y The incumbent will be expected to answer phones that are relevant to his duties. F 2) Hearing in person/by phone: Y The incumbent will be the one receiving the phones that are directed to him. O 3) Vision (near/far/depth perception): Y The incumbent must have a clear vision. R 4) Color vision: N R 5) Smell: N Environmental & Safety O 1) Safety requirements (i.e., equipment used, activities performed): N The incumbent must be in a protective gear whenever he is out in the field. R 2) Exposure (fumes, chemicals, vibrations, humidity, cold, heat, dust, noise): N R 3) Work in confined spaces: N F 4) Required hygiene standards: Y The incumbent must maintain a high level of personal and environmental hygiene. Working Conditions R 1) Available to work variable schedule, 24 hrs. A day, seven days a week: N R 2) Work in inclement weather, including extremes in temperature and precipitation: N O 3) In-state and Interstate travel: Y The incumbent might be required in other organization’s branches outside the state and that will lead to him traveling to the specific locations. Conditions of Employment C 1) Successful completion of background check, including MVR search: Y There must be proof that the background of the incumbent is clean. C 2) Drug screen urinalysis as required by company customer or governmental policy: Y The incumbent must always be sober, and that is why a drug test will be continually done. C 3) Successful completion of functional capacity test: Y The incumbent must complete all the person tasks. This position will be subject to Annual Performance Review, as dictated by Company Policy. Employee Signature Date Supervisor Signature Date References O.Net. (2016). O.Net Online. Retrieved from https://www.onetonline.org/find/quick?s=business+administration+management Pató, B. S. G. (2015). The 3D job description. Journal of Management Development, 34(4), 406 420. Baker, T. (2016). The Job Description and the New Contract. In The End of the Job Description (pp. 63-78). Palgrave Macmillan UK.