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Critically analyze the challenges and opportunities of effectively and efficiently managing productivity and performance to increase profit, alongside a commitment to appropriate management of the human resource and with consideration for the sustainability of the planet.

Table of Contents Contents Table of Contents	2 Introduction	3 Analysis	4 Integrating Productivity and Sustainability in the Business Operations	4 Total Quality of Product and Process	4 Environmental Stewardship	4 Total Process Health and Safety	5 Business Process Reengineering	6 Human Resource and Performance	6 Human Resources Management and Environment	6 Conclusion & Recommendation	6 References	7

Introduction Every corporation is managed through a variety of business functions, each controlling a certain aspect of the business (see fig 1). Operations management is the function which can be considered one of, if not the most essential part of any business, as it involves overseeing the processes of an organization. It is also responsible for the decisions and activities which dictate product and delivery. (Sanders, N. 2013).

Once accurately and sustainably managed, Operations has the capability of positively impacting business performance and a company’s TBL (Tripple Bottom Line). This is achieved through the optimization of the delivery process (via agile manufacturing, lean production, and business process reengineering) and the reduction of operational cost, which promotes the firms competitive advantage and increases the productivity of the company. (Yu,W. et al. 2018). To further support productivity, Human resource management (HRM) plays a key role. Fundamentally, HRM is responsible for the maximization of productivity through optimizing the effectiveness of organizations employees. (Inc 2020). Currently, Sustainable HRM, is described as a pattern of emerging HR strategies and practices, proposed to aid organisations in achieving their long-term goals while supporting the HR base. (Almarzooqi, A. et al 2019). Due to the paradigm shift needed within organisations to support the change in orientation to a more sustainable one, SHRM contribution is vital in the conversion to a Multi stakeholder TBL model, as it contributes to the CSR of the firm and carries an impact both inside and outside of the organization. (Westerman, J. et al. 2020).

Analysis Integrating Productivity and Sustainability in the Business Operations To successfully achieve sustainable corporate development, enterprises have to define and implement a pragmatic strategy. Operations Management can only achieve sustainability if it adopts a continuous improvement philosophy with measurable performance objectives along the whole supply chain. Ensuring to keep environmental and social sustainability at the forefront, a company may seek to do this through the use of sustainable concepts such as agile manufacturing and lean production. The sustainable concepts are reviewed, paying particular attention to the nine areas involved in of Operations Management of the Design of goods and services, Managing quality, Process and capacity design, Location Strategy, Layout Strategy, Supply Chain Management, Inventory Management, Scheduling and Maintenance.

Total Quality of Product and Process Though some may consider Total quality management philosophy to be an obsolete approach, as it requires time to be effective and shared commitment to quality controls. When an organisation can unify all organisational functions to focus on a shared goal, i.e., the improvement in quality as a joint objective, studies have shown, companies who apply TQM attain higher levels of productivity, profitability and market share in the long term. (Stevenson, M. 2018). It, at its core, TQM is a unifying practice, in that it requires all staff members to participate and move the company forward. (Belay, A. et al.2014) Once integrated properly, TQM satisfies its main purpose of satisfying the customer. This leads to higher sales and operating profits for the company, as customers pay more and buy more when it comes to quality products that they want. It also curbs inventory pileup of both unsold and returned/rejected inventory as well as recall costs, warranty claims and product liability costs. ( Rachmat, H. 2015). A more engaged employee base tends to yield higher productivity, increased customer loyalty and morale, reduces cost due to its minimizing of production mistakes which enhances shareholder and stakeholder value. Due to its reduction in errors, waste is also reduced which is an added bonus, as a reduction in waste disposal contributes to a ‘green’ environment and a positive effect on TBL. (Menezes,L. & Escrig, A. 2019).

Environmental Stewardship As companies continue to embrace their responsibility and understand their roles in managing their impacts on the environment, environmental stewardship has become a ‘hot topic’. In embracing more sustainable practices, greater focus has been put on broadly understanding and effectively managing critical environmental risks and opportunities related to climate change, emissions, waste management, resource consumption, water conservation, biodiversity protection and ecosystem services via the responsible use of the use of natural resources and protecting the environment. (Guimaraes, T. & Sato, O. 2008) Environmental stewardship has become synonymous with competitive advantage as embracing the environment as a “cause” has the benefit of enhancing a company’s reputation which assists in attracting employees and investors, saving cost and adding value in the long run as it reduces a company’s regulatory responsibility, improves environmental performance and further adds competitive advantage and long term value as the organisation is able to be more effective and have more efficient operation. (Kang, J. 2015) Some companies may find adapting to new environmental standards challenging as the added pressure of CSR extends into restructuring their manufacturing processes, participating in community improvements, and meeting the expectations of stakeholders including growing regulatory requirements. Preserving profitable operations for businesses may often cause struggles with conforming to environmental regulations, initiatives, and CSR obligations. (Carmer, S. 2019).

Total Process Health and Safety When workers or companies begin to compromise safety and quality for output, this breathes the perfect environment for safety incidents and reducing quality standards, this in turn can result in greater costs to the company in many ways as highlighted in fig. 1 below: (Mathis, T. 2017): Fig 1.

Once a company heeds these challenges they can see a reduction in administrative costs, insurance liability costs and reduced injuries and illness both on and off the job. It is in a firm’s best interest to ensure the health and safety of their workers as it does not only reduce cost but also gives a competitive advantage. On the other end of the spectrum, in the pursuit of safety, if productivity is side-lined the business will not last long enough to have safety concerns. Therefore, a balance must be found. It is the responsibility of OM to ensure a strategy is found which units both safety and productivity goals. (Travis Hessman 2015) This strategy must be effectively communicated to all levels of workers. Technology must be employed to create accountability, reduce potential hazards, and facilitate communication. In doing this, OM optimizes workforce productivity and performance and can create a strong and sustainable workplace culture which can endure future challenges. (Mathis, T. 2017) Business Process Reengineering To ensure the long-term sustainability of an organisation, the value adding process of reviewing the businesses processes is needed. Business process re-engineering takes the approach of redesigning a business’s processes to elevate efficiency and effectiveness in critical processes areas like quality, output, cost, service, and speed, across the entire organisation. Business process reengineering (BPR) main goal is to reduce enterprise costs and process redundancies on a very huge scale, basically looking at the business from a ‘clean slate’. (Zaini, Z. & Saad, A. 2019). The only thing constant is change and business environments are not immune to this. BPR’s assists organizations by thoroughly examining how processes can be improved and how things could be done. It assists organisations by improving the companies’ strategies & methodologies, reducing complexity through the elimination of unnecessary or duplicate activities, considering current trends, integrating functions and evaluating risks. (Vakola, M. and Rezgui, Y. 2000). Unfortunately, BPR may be better suited to larger organisations as its usage depends on the availability of resources, i.e., IT and planning investments. It may also be seen as a threat employee, as automation is seen as being ‘human error free’. This in turn could affect employee morale and workforce productivity. (Anand, A. et al. 2013).

Human Resource and Performance In their quest to compete successfully in today’s times where sustainability is king, many business leaders have opted adopt a “lean” management or High-performance work system approach to running their organizations. The belief is that HRM contributes significantly to organisations results as HR practices should motivate employees in a positive matter, e.g., by increasing job satisfaction and motivation, which in turn affects the operational results, such as the quantity and quality of the products. (Guest, D. and Bos-Nehles, A. 2013)

Human Resources Management and Environment The strength of HRM practices is needed to support and adopt environmental practices crucial for the success of green procedures and technologies. Human resource practices which comply with environmental standards assist firms in reducing the delicateness of the system and enhances a firm’s environmental business activities. Previous researchers have proposed that HRMPs such as recruitment and selection, training and development, performance management have a positive impact on the environmental aspects of the business. (Martínez-del-Río, J. & Cespedes-Lorente, J. 2012)

Conclusion & Recommendation The role of HRM must evolve to meet and support the needs of a rapidly changing corporate world whose main focus is currently on Sustainably and TBL. HRM can no longer focus on administrative duties as they hold the key to ensuring the most suited employees are hired, given the correct tools, motivation, support and guidance to further support the business to all round sustainability. All functions should therefore ensure there is continued HRM collaboration. (Brauns, M. 2013) References •	Almarzooqi, A. et al (2019 ) The role of sustainable HRM in sustaining positive organizational outcomes: An interactional framework https://www.emerald.com/insight/content/doi/10.1108/IJPPM-04-2018-0165/full/html .(Accessed 13th July 2021).

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