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8/11/2019 HRM Class 13 2011.04.12 BB Handouts
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4/12/20
College of Public HealthCollege of Public Health
HSRA 841/CPH 562HSRA 841/CPH 562
Public Human Resources ManagementPublic Human Resources Management
Spring 2011
HSRA 841/CPH 562HSRA 841/CPH 562
Public Human Resources ManagementPublic Human Resources Management
Health Safety & Preparedness
Apri l 12, 2011
Budgeting
Nizar Nizar WehbiWehbi,, MD, MPH, MBAMD, MPH, MBA
ObjectivesObjectives
How to develop and maintain a safe workplaceenvironment
How to construct and implement disaster plans
Understand the fundamentals of labor budget and its role in
human resources management How to measure employee productivity and forecast future
staffing needs
Understand the significance of outsourcing services andthe impact of mergers and acquisitions
Relationship between workplace environment andproductivity
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Workplace SafetyWorkplace Safety
The Nature and Role ofThe Nature and Role of
Safety and HealthSafety and Health
Safety - Protecting employeesfrom injuries caused by work-related accidents
- 'from physical or emotionalillness
Results from OSHAResults from OSHA
Helped cut workplace fatalities by morethan 60% and occupational injury andillness by 40%
At same time U.S. em lo ment has more than doubled from 56 millionworkers at 3.5 million work sites to 147million workers at 7.2 million sites
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Occupational Safety and Health AdministrationOccupational Safety and Health Administration
Occupational Safety and Health Act of 1970created Occupational Safety and Health
Administration Aims to ensure worker safety and health in
. .employees to create better workingenvironments
Requires employers to provide safe andhealthy place to work and this responsibilityextends to providing safe employees
General Duty ClauseGeneral Duty Clause
Employers haveresponsibility to furnish aworkplace free from
are causing or are likely tocause death or seriousphysical harm
Mission of OSHAMission of OSHA
Promote and assureworkplace safety and
health and reduceworkplace fatalities,injuries, and illnesses
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OSHA’s Current ThrustOSHA’s Current Thrust
Give employers choice betweenpartnership and traditional enforcement
Inject common sense into regulation andenforcement
Eliminate red tape
Possible Financial PenaltiesPossible Financial Penalties
Serious hazard citation has maximumpenalty of $7,000
Willful citation might have maximumamount of $70,000 per violation
If 10 employees were exposed to onehazard the employer intentionally did noteliminate, penalty amount wouldimmediately jump to $700,000
OSHA InspectionOSHA Inspection
Average employer will not likely seeOSHA inspector unless employeeinstigates inspection
70% of OSHA inspections resulted from
em lo ee com laints Employer has option of denying inspector
access to work site
If the employer refuses access to viewcertain documents, OSHA must obtain anadministrative subpoena
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Employee Can Legally RefuseEmployee Can Legally Refuse
to Work Whento Work When
Employee reasonably fears death, disease,
or serious physical harm Harm is imminent
get problem corrected
Worker has notified employer aboutcondition and requested correction, butemployer has not taken action
Focus of Safety ProgramsFocus of Safety Programs
1. Unsafe employee actions - Createpsychological environment and employeeattitudes that promote safety
2. Unsafe workin conditions - Develo and maintain safe physical workingenvironment
Reasons for Management Suppor tReasons for Management Suppor t of of
Safety ProgramsSafety Programs
Personal loss
Financial loss to injured employees
Lost productivity
g er nsurance prem ums
Possibility of fines and imprisonment
Social responsibility
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Developing a Safety ProgramDeveloping a Safety Program
Job hazard analysis - Key to determining
and implementing necessary controls,procedures, and training
Job Hazard Analysi sJob Hazard Analysi s
Technique that focuses on job tasks as away to identify hazards before they occur.
It focuses on the relationship between theworker, the task, the tools, and the workenvironment.
Ideally, after you identify uncontrolledhazards, you will take steps to eliminate orreduce them to an acceptable risk level.
OSHA, 2002. Job Hazard Analysis
How to conduct Job Hazard AnalysisHow to conduct Job Hazard Analysis
Involve your employees
Review your accident history
Conduct a preliminary job review
List rank and set riorities for hazardous jobs
Outline the steps or tasks.
OSHA, 2002. Job Hazard Analysis
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How to identify workplace hazards?How to identify workplace hazards?
What can go wrong?
What are the consequences? How could it arise?
What are other contributin factors?
How likely is it that the hazard will occur?
OSHA, 2002. Job Hazard Analysis
Hazards in theHazards in the
Biological FactorsBiological Factors
Infectious/biological agents, such as bacteria, viruses,fungi, or parasites
Transmitted by contact with infected patients or
contaminated body secretions/fluids Airborne/Bloodborne
Human immunodeficiency virus (HIV)
Vancomycin resistant enterococcus(VRE)
Methicillin resistant staphylococcus aureus (MRSA)
Hepatitis B virus
Hepatitis C virus
Tuberculosis
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Chemical FactorsChemical Factors
Various forms of chemicals that are potentially toxic or
irritating to the body system medications, solutions, and gases Ethylene oxide,
formaldehyde, glutaraldehyde, waste anesthetic gases,hazardous dru s suchas c totoxic a ents, entamidine ribavirin
Inhalational anesthetics
Aerosolized pharmaceuticals
Pharmaceuticals (including antineoplastic drugs)
Psychological FactorsPsychological Factors
Psychological Factors and situations encountered orassociated with one's job or work environment thatcreate or potentiate stress, emotional strain, an/orother interpersonal problems
Physical FactorsPhysical Factors
Physical Agents within the work environment that cancause tissue trauma
Radiation
Lasers
o se
Electricity
Extreme temperatures
Workplace violence
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Environmental, Mechanical/BiomechanicalEnvironmental, Mechanical/Biomechanical
FactorsFactors
Cause or potentiate accidents, injuries, strain, or
discomfort Tripping hazards
Unsafe/unguarded equipment
r qua ty
Slippery floors
Confined spaces
Cluttered or obstructed work areas/passageways
Awkward postures,
Vibration, temperature extremes, repetitive/prolongedmotions or activities, lifting and moving patients
Latex AllergyLatex Allergy
It is estimated that 8-12% of health care workers arelatex sensitive.
Between 1988-1992, the FDA received more than1,000 reports of adverse health effects from exposureo a ex, ncu ng ea s ue o suc exposure.
Reproductive HazardsReproductive Hazards
Reproductive hazards are substances or agents thatmay affect the reproductive health of women or menor the ability of couples to have healthy children.These hazards may cause problems such as
, , .
OSHA has standards specific to chemicals such aslead; 1, 2-Dibromo-3 Chloropropane; and ethyleneoxide that are known to have an adverse effect on thereproductive system.
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Repetiti ve Stress Inju ries (RSI)Repetiti ve Stress Inju ries (RSI)
Group of conditions caused by
placing too much stress on jointand happens when same action isperformed repeatedly
Account for 25% of cases involvingdays away from work
Responsible for nearly 60% of allwork-related illness
Carpal Tunnel Syndrome (CTS)Carpal Tunnel Syndrome (CTS)
Results from pressure on median nerve inwrist due to repetitive flexing andextending of wrist
away from work
Accounted for $1 billion in workers’compensation claim benefits, or about anaverage of $20,000 each
ErgonomicsErgonomics
Study of human interaction with tasks,equipment, tools, and physical environment
Goal is to fit machine and work environment
to person, rather than require person tomake the adjustment
All attempts to structure work conditions sothat they maximize energy conservation,promote good posture, and allow workers tofunction without pain or impairment
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Workplace ViolenceWorkplace Violence
OSHA defines workplace violence asphysical assault, threatening behavior,
verbal abuse, hostility, or harassmentdirected toward employees at work or on
Workplace ViolenceWorkplace Violence
Murder is number-one workplace killer ofwomen and third-leading cause of death formen, after motor vehicle accidents andmachine-related fatalities
One in 10 employees have personallyexper ence v o ence
The Bureau of Labor Statistics (BLS) reportsthat there were 69 homicides in the healthservices from 1996 to 2000
Workplace ViolenceWorkplace Violence
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Legal Consequences of Workplace ViolenceLegal Consequences of Workplace Violence
Civil lawsuits claiming negligent hiring
or negligent retention Negligent retention - Company keeps
ersons on a roll whose records indicate strong potential for wrongdoingand fails to take steps to defusepossible violent situation
Preventive ActionsPreventive Actions
Ban weapons on property, including parkinglots
Under suspicious circumstances, requireemployees to submit to weapons searches
Policy of zero tolerance toward violence orthreats of violence
Have employees report all suspicious orviolent activity
Preventive Actions (Cont.)Preventive Actions (Cont.)
Relationships with mental health experts forrecommendations in dealing withemergency situations
Train managers and receptionists torecognize warning signs of violence andtechniques to diffuse violent situations
Equip receptionists with panic buttons toalert security instantly
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Nature of StressNature of Stress
Body’s nonspecific reaction to any
demand made on it Potential consequences - Diseases
that are leadin causes of death ma even lead to suicide
Stressful jobs - Lack of employeecontrol over work
Twelve Jobs with Most StressTwelve Jobs with Most Stress
1. Laborer
2. Administrative Assistant
7. Manager/
Administrator
8. Waitperson.
4. Clinical LabTechnician
5. Office Manager
6. Foreman
. ac neOperator
10. Farm Owner
11. Miner
12. Painter
Sources of StressSources of Stress
Organizational Factors
Corporate Culture
The Job itself
Working conditions
Personal Factors Family
Financial
General Environment
Economic uncertainties
War or threat of war
Threat of terrorism
Long commutes in rush-hour traffic
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BurnoutBurnout
Individuals lose sense of basic purposeand fulfillment of work
Body or mind can no longer handleoverwhelmingly high demands
,turnover
Individuals in helping professions seem tobe most susceptible to burnout
Danger : It is contagious!
BurnoutBurnout
Individuals lose sense of basic purposeand fulfillment of work
Body or mind can no longer handleoverwhelmingly high demands
,turnover
Individuals in helping professions seem tobe most susceptible to burnout
Danger : It is contagious!
Effects of BurnoutsEffects of Burnouts
Physical symptoms (tiredness)
Emotional symptoms
↑ absenteeism
↑ in errors in decision making
↑ p me a e osp a
Higher morbidity rate
↑ medication errors
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Trends & Innovations: Some Are Paid to BeTrends & Innovations: Some Are Paid to Be
Healthy; Some Have to Pay Because They AreHealthy; Some Have to Pay Because They Are
UnhealthyUnhealthy
Many organizations increasingly usingfinancial incentives to encourage
May be a discount on premiumcontributions or cash
Some employees lose their healthcoverage because they do not cooperate
Wellness ProgramsWellness Programs
Traditional view is changing: Health isdependent on medical care and is simplyabsence of disease
Optimal health can be achieved through, ,
and healthy lifestyles
Physical Fitness ProgramsPhysical Fitness Programs
Most commonly offered in-house corporate wellnessprograms involve efforts to
romote exercise andfitness
Reduce absenteeism,accidents, sick pay
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Substance AbuseSubstance Abuse
Alcohol Abuse
Drug Abuse
Medication Abuse
Drug AbuseDrug Abuse
More than 1 in 12 American workers report abusingdrugs regularly
Drug-using employees 3.5 times more likely to beinvolved in workplace accident and 5 times more
’
Absenteeism among illegal drug users is up to 16times greater than other workers
60% of employed drug users work for smallerbusinesses
Substance Abuse Free WorkplaceSubstance Abuse Free Workplace
Drug-Free Workplace Act of 1988 requiressome Federal contractors and all Federal
grantees to agree that they will providerug- ree wor p aces as con on oreceiving a contract or grant from a Federalagency
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EstablishingEstablishing a Substance Abuse Freea Substance Abuse Free
WorkplaceWorkplace
Establish a Drug and Alcohol Free Policy
Provide Education and Training
Implement a Drug-Testing Program
Create an Employee Assistance Program
Employee Assistance Prog rams (EAP)Employee Assistance Prog rams (EAP)
Comprehensive approach that manyorganizations have taken to deal withnumerous problem areas such as burnout,alcohol and dru abuse, and otheremotional disturbances
Employee Assistance Programs (EAPEmployee Assistance Prog rams (EAP))
Drug Free Workplace Act of 1988requires access to EAPs for federal
employees and employees of firms withgovernment contracts
Primary concern is getting employees touse program
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SmokeSmoke--Free WorkplacesFree Workplaces
Secondhand smoke can increase risk ofcancer
Some states ban smoking in workplace
Some business owners have takenpersonal stand against smoking
Some reject employment applications ongrounds would-be employee is a smoker
DiscussionDiscussion
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Readings
Employee WellnessEmployee Wellness
Wright et al.Wright et al.
Studied health risk levels and charged medicalclaims costs
2 years medical claims
Six companies
.
Delphi
Steelcase, Inc.
Xerox Corp.
The Progressive Corp
Bank One
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Wright et al.Wright et al.
Total of 165,770 employees
21,124 completed the HRA
Health Risk Assessment by CDC and U.
Has 25 health related risk factors (smoking,alcohol, cholesterol, stress)
Risk levels: low, medium, high
WrightWright -- FindingsFindings
High risk levels 15% - 31% medicalcosts
Study population 24% - 40% medicalcosts
i.e. around 75% of medical costs are fromthe high risk group
Health programs may decrease health risksand to control medical expenses
Indirect CostsIndirect Costs
Employers incur indirect costs whenemployees are not feeling well
Low productivity (presenteeism)
Depression
Arthritis
Back pain
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BMI & Physical ActivityBMI & Physical Activity
Employees
physically active or very active vs. Sedentary
$250 less in health costs/yr
ys ca y ac ve vs. se en ary o ese
$450 less
If the obese adopt a physically activelifestyle
Savings of 1.5% of health care costs
Health ProgramsHealth Programs
Decrease short-term and long-term
disability absence days
Reduce the risk status of em lo ees
Retain low risk group at low risk level
Increase productivity
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Personal Wellness Profile™ questionnairePersonal Wellness Profile™ questionnaire
75 questions
Age, gender, ht, wt Health Information: family/personal history, bodily
pain, current symptoms
Physical Activity: exercise, daily activities
Eating Practices: snacks, fast food, fat, protein, fiberintake
Alcohol, drugs, tobacco
Personal Wellness Prof ile™ questionnairePersonal Wellness Prof ile™ questionnaire
(cont’d)(cont’d)
Stress and coping
Social Health: relationships, social activity, socialsupport
Safety Practices: Seat belts, helmets, smokedetectors
Medical Care: Sick days, doctor visits, preventiveexams
Health view: Readiness to change, perceivedhealth,
Health interests
Health Screening SessionHealth Screening Session
Participants arrive fasting for 8-12 hours
Data collected : height, weight, heart andrespiration rates, blood pressure
Flexibilit and stretchin limits Blood sample is drawn for hemoglobin,
cholesterol, HDL, LDL, triglycerides, andglucose analyses
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Personal Wellness Profi le™Personal Wellness Profi le™
Results of the blood work
A summary: wellness scores, fitness score,heart health, nutrition, cancer risk,osteoporosis…
The summary includes health risk scores
For example, a BMI greater than 25 is countedas a risk factor for cardiovascular disease
Cholesterol greater than 240
Substance Use ScoreSubstance Use Score
Rating CriteriaRating Criteria
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Recommended ActionRecommended Action
Recommended ActionRecommended Action
Good Health PracticesGood Health Practices
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Recommended ModulesRecommended Modules
The only way to keep your health is to eat The only way to keep your health is to eat
what you don't want, drink what you don't what you don't want, drink what you don't
like, and do what you'd rather notlike, and do what you'd rather not
Mark TwainMark Twain
Study ObjectivesStudy Objectives
Differences in measurements
2001 vs. 2005
, , , ,Trig, glucose, hosp. Days, sick days, BMI
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Risk FactorsRisk Factors
Cardiovascular
Cancer Accidents
Diabetes
Liver Cirrhosis
Suicide
Disease Status
Year 2001 Year 2005 p-value #
Significa
nce Trend Good/Bad
Systolic BP 118.92 122.68 0.0015 * Sig Inc Bad
Diastolic BP 75.76 71.43 0.0015 * Sig Dec Good
Hemoglobin 13.67 14.24 0.0015 * Sig Inc Good
Cholesterol 199.76 189.98 0.0015 * Sig Dec Good
HDL 60.61 63.25 0.0300 * Sig Inc Good
Results SummaryResults Summary
LDL 114.19 104.46 0.0015 * Sig Dec Good
Triglycerides 120.33 110.75 0.0600 Non Sig Dec Good
Glucose 89.13 84.04 0.0015 * Sig Dec Good
BMI 26.40 26.19 3.4800 Non Sig Same Good
Flexibility 15.65 13.07 0.0150 * Sig Dec Bad
Cancer Risk Factors 3.36 3.53 0.3450 Non Sig Inc Bad
Doctor Visits 3.29 3.19 7.5750 Non Sig Dec Good
Sick Days 1.64 1.42 2.2650 Non Sig Dec Good
Hospital Days 0.08 0.07 12.5100 Non Sig Dec Good
ConclusionsConclusions
For the 248 participants, participation in theSimplyWell Program may have beeneffective in shifting vital variable towards
healthier range Data showed positive return on investment
associated with Health Programs
This will result is healthier and wealthierindividuals
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DiscussionDiscussion
ProductivityProductivity
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Human Resource Development inHuman Resource Development in
Toyota CultureToyota Culture
By Jeffrey Liker
Prof. of Industrial Engineering, U of Michigan
Not ublished et
Accepted to the Int. J Human resources Development and
Management
Author of “The Toyota Way”
Human Resource Development inHuman Resource Development in
Toyota CultureToyota Culture
Toyota Production System
Just in Time
Quality
When it comes to Human resources
Productivity improvement
Waste elimination (not headcount reduction)
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
Toyota CultureToyota Culture
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
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Human Resource Development inHuman Resource Development in
Toyota CultureToyota Culture
“In the very beginning our concern was how we can make theworker not be afraid of management and freely tell us the problem.
TPS requires that we make things visible so we have to convincepeople their job is secure so they will admit to a mistake and that isnever the cause of being fired…
mus ave e na ecs on o c ange emp oyee s a us.Supervisors can recommend, but cannot make final decisions.
Even then people in HR in the USA did not believe in this kind ofconcept because they were so used to being the processor afterdepartment managers make decisions about hiring, firing andpromotions.Our system says HR can say no.”
Kiyoshi Furtu na, First VP of HR,
TMMK Georgetown, KY
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
The Toyota Georgetown, KY Factory (TMMK)The Toyota Georgetown, KY Factory (TMMK)
There were some rumors of sexual harassment
HR Department to investigate
Part of the solution and of the problem Lack of trust
Hired outside consultants to investigate
Disciplinary actions Fired few managers
Results: The plant had to get back to following Toyota Way values
Address the HT organization and the lack of trust
Five Why’s product
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
The Toyota Georgetown, KY FactoryThe Toyota Georgetown, KY Factory
Back to BasicsBack to Basics
Vision: Be a company respected worldwide for producing thehighest quality vehicles at the lowest cost in a safeenvironment. We will achieve this by following the principlesof TPS, promoting mutual respect, living our values, and bymaintaining an environment of continuous learning.
Values: Safety (own safety and those of others)
Customer satisfaction
Respect
Integrity
Teamwork
Continuous Improvement
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
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The Toyota Georgetown, KY FactoryThe Toyota Georgetown, KY Factory
Back to BasicsBack to Basics
Everyone agreed to “pull the andon” (like pulling the cord onthe assembly line)
Regular communication channels Team members meetings
Hotline Call System (due to the lack of trust in HR), it went straight tothe President.
Value ‘card system’ to give immediate feedback toanyone/group in the company
Like soccer referees
Card with the set of values
helping a teammate
: warning, getting close to the line
the line has been crossed
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
HR ReorganizationHR Reorganization
The senior management team developed thegoals of the activity and acted as a ‘steeringcommittee’ to a working team.
The goals or outcomes of the activity wereidentified as:
mprove eamwor w n an w manu a c ur ng
development of individual skills in HR
integration of HR principles into each section
greater flexibility in the workforce
improved communication and access to HR for teammembers
improved consistency of policy applications across
manufacturing areas.
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
OldOld HR Struct ureHR Structure
HR was distant from manufacturing sections
HR rep dual role
Team member advocate
Investigation and disciplinary process
Spending a lot of time answering administrative questions
Picnicdates funeral leave benefits…, …
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
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New HR StructureNew HR Structure
Four key roles Strategic Partners
Part of the business team HR resources to the business
Administrative experts
Take responsibility for continuous improvement programs
Employee Champions
Speak for employee needs, anticipate t heir concerns
Be available and approachable by employees
Change Agents
Influence and drive organizational change
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
New HR StructureNew HR Structure
Mini HR Teams
Development
Employee Relations
HR Systems
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
New HR StructureNew HR Structure
HR Central Support
Personnel (Payroll)
Health and Safety
Employee Relations (Policies)
Training
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
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New HR StructureNew HR Structure
HR Central Support
Central Call Center
Answer administrative questions
Continuous improvement
Each question is treated as a defect in the system
Computer tracking of FAQ’s (transfers, benefits)
Computer kiosks in cafeteria’s
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
Culture of TrustCulture of Trust
Levering (1988) A Great Place to Work
Employees reporting working at great places
Common denominator: Relationships based on trust
Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx
Last WordLast Word
Trust is what allows performance improvement
Lean thinking, six-sigma tools
Eliminate waste
Avoid variations
Decrease cost
Improvement not as an answer to managementdecisions but rather as a belief and trust in theculture and in the organization.