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Introduction
The dynamic concept of Operations Management (OM) can be applied across all productive enterprises. OM refers to a set of interconnected and integrated activities that requires management systems to transform all resources input into consumer usable value goods or services. Therefore, effective OM practices can result in positive productivity levels affecting efficiency and revenue. lean productive measures, quick delivery of products even strategically locating factories or warehouses are some measures that can be considered if the Triple Bottom Line (TBL) that allows sustainability for all stakeholders to be tangible.

Further, Human Resource Management (HRM), like OM, is integrated with its approach to the development and management of people, evolving to strategic human resource management (SHRM) it enhances business performance via HRM practices, along-side environmental, social and economic long-term goals. Thus SHRM can be considered integral to organisational productivity, recognising people as vital for competitive advantage. It follows, then if SHRM practices are efficiently aligned with an effective corporate sustainable strategy there can be a resultant positive effect on the firm’s TBL for people, profits and the planet.

This discourse looks at OM and SHRM and how they provide opportunities to achieve productivity and enhanced performance and at the same time achieve sustainability via the TBL.

Operations Management
An organisation’s OM practices must strive to be continually efficient and effective via location and layout strategy, management of product quality, inventory and supply chain, and design of goods or services, maintenance programs, and its process capacity, while at the same time striving to achieve sustainability, TBL, and productivity ,

Total Quality Management (TQM)
The TQM tool seeks to achieve or surpass customer (internal and external) requirements through a holistic approach in considering all operational business areas. With the use of data analytics to understand how, why, when and where to best use resources, TQM can achieve continuous improvement, productivity, performance and at the same time meet sustainability requirements via the TBL like cost reduction, waste elimination even job satisfaction. Additionally, TQM along with similar tools if used strategically and combinedly can achieve this balance with some measure of success although challenges like implementing cost are possible as sustainable requirements are complex and constantly evolves and there is no guarantee that implementation leads to long-term successes. But given that customer satisfaction is paramount, TQM is valuable to stakeholder satisfaction and organisational success.

Process Safety Management (PSM)
Highly important to sustainability, improved productivity and TBL is PSM, which warrants an all-inclusive approach to risk and hazard reduction. This can be achieved through, implementation of systems called Health and safety management systems SHMS such as ISO 45001:2018, that identify hazards, has clear protocols for accidents prevention and investigations, and safety education for all personnel. This has the potential to reduce cost via loss of plant and machinery, prevent injury, loss of limbs and save life and reduce negative environmental accidents achieving TBL. However, while PSM systems have TBL benefits or be a legal requirement like OSHA, it can often be costly and difficult to implement for small businesses. But given the benefits to people, planet and profits PSM should be implemented and is extremely valuable to organisations.

Environmental Stewardship
Sustainability issues such as protecting the environment is an important component in operations management if the TBL is to be achieved and increase organisational productivity. Businesses today are seeking to be environmentally friendly by adjusting operations to use water and energy efficiently train personnel and insist that their value chain do likewise and others are investing in renewable energy technology becoming stewards of the environment. The benefits which, reduced environmental impacts, low operational cost and a reputation for being a sustainable organization, but the challenge with environmental stewardship is at times being sustainable cones with competitive disadvantage.

Business Process Re-engineering (BPR)
Organizational growth is important for continuity and BPR a radical reorganization and design of an organization’s approach can achieve positive change in operations and productivity. Eliminating unproductive work activities and reorganisation of work teams by channelling employees' efforts into productive areas can achieve these changes. Resulting in reduced cost because of efficient  and accurate resource allocation, eliminating wate saving the environment and increasing profits. Thus to be effective BPR requires strategic alignment procedures and techniques to use information communication technology and information technology infrastructure to enable information sharing. Despite BPR being considered an effective means to improve productivity, it is not always successful and often has high failure rates.

SHRM
SHRM can achieve the TBL and enhance performance that will contribute to productivity through high-performance work system and performance management practices, as discussed below:

High-Performance Work Systems (HPWS)
HPWS are all-encompassing comprehensive integrated human resources practices that enable an organization to achieve its goals with efficient use of available resources, it includes but not limited to, the enhancement of employees skills, and motivation that allows an organization to achieve competitive advantage with enhance performance and cost-efficiency. HPWS enhances the quality of life (QoL) of an employee by balancing life and improving productivity. But it is not without challenges like increased job demands and burnout. However, HPWS brings tremendous benefits to employees and this benefits the company profits because of improved performance and ultimately contributes to the TBL and is a valuable tool to organisations.

Performance Management Practices
Performance management practice is a tool that helps with decision making and enabled the tracking of employee performance via training as it relates to an organisation efficiency, and now more importantly the TBL. Performance should not only be looked at internal to the organisation but through long-term relationship commitment (RC). Applying digital technology can eliminate time wasting, increase smart working to help increased productivity leading to profits reduce carbon footprint which can achieve enhanced performance along its supply chain for sustainability along with the TBL for the planet, people and profit.

PM practices can become time-consuming at times which is a challenge but the positive value it brings outweighs the negative and should be implemented is positive TBL is to be achieved

Conclusion
OM and SHRM are not just concepts but actual practical tools when applied in an efficient integrated manner can enhance both the employee productivity and performance of an organization. OM, when through various operational activities like TQM, PSM, environmental stewardship, and BPR, can achieve productivity across an organization. So to SHRM achieves improve employee performance by the application of HPWS and performance management practices which goes into various dimensions that can increase employee performance like QoL. However looking at these concepts as separate and distinct entities will only create silo results, and other gaps where information and data are not shared limiting productivity and performance should be rectified. The following recommendations will look at both OM and SHRM as a unit for enhanced productivity and performance.

Recommendations
For any organization to come to a level of sustainability that effectively achieves the TBL, its OM and SHRM must be integrated across all organizational areas. The following recommendations are suggested guidelines if implemented may make the TBL and sustainability achievable with the partnership of OM and SHRM practices for all stakeholders internal and external to the company :

ffect the TBL. It should include employee performance, operational efficiency and output, waste reduction and should specify compensations and for compliance or non-compliance.
 * Develop a comprehensive digital platform for data collection and information communication throughout the organisation to enhance information sharing . The data is used to transform operational areas along sustainability lines to ensure that the TBL goal is achieved by fitting employees' skills to operational areas for optimal results.
 * Development of a performance management appraisal system that has specific objectives and benchmarks for employ and other stakeholders' performance, productivity activities and outcomes, and decision making . Moreso any decision must have a combination of SHRM and OM polices along sustainable lines.
 * OM and SHRM policies should have an adjustable component allowing room for the complexities of changing sustainability issues that a