User:Qashqai44/sandbox

Introduction

Operations management can be defined as “the activity of managing the resources that create and deliver services and products”. (Nigel Slack, 2016) Operations management seeks to have an impact on business and is crucial to the economic bottom line of companies but also plays an important role in making operations sustainable, in relating to the environment and to society. (Gyongyi Kovacs, 2020) Operations Management` is one of the three core aspects of every business. (Nigel Slack, 2016) Operations management is about finding ways to do things better and what impact its operations is having on the triple bottom line. Some societal “people” impacts of operations are; customers safety from products and services, employment impact, repetitive or alienating work. (Nigel Slack, 2016) Environmental impact such as; noise pollution, fume and emission pollution, obsolescence and wastage and reducing transportation energy. Effective use of resources, reducing wastage in all forms, saves cost for the organisation which affects its economical bottom line. (Nigel Slack, 2016) A key aspect of operations management is its impact on performance/business productivity. Operations performance are characterised by how well the business performs in these five key areas, (quality, speed, cost, dependability and flexibility) (Nigel Slack, 2016). Effectively managing these key areas allows businesses to meet its performance objectives. Strategic HRM can be define as how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices. (Armstrong, 2008) SHRM is more of a mindset rather than a set of techniques, which provides a platform for strategic HR practices and plans to be reviewed. (Armstrong, 2008) By adapting a universalistic SHRM approach of competitive pay, financial incentives and job security which has resulted in better staff performance, stimulated growth and deepen organisational loyalty. (Emerald Publishing, 2019) Organisations who value sustainability and commitment to the environment attract “right fit” staff and have a high staff retention. (Elaine Cohen, 2012)

Analysis

Total Quality Management (TQM) TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. (Hashmi, 2020) Although TQM was mainly used in the manufacturing sector it has now been adapted into both public, government and private sector industries. TQM is a method by which both managers and employees can be involved in the continuous improvement of products and services offered to the customer. TQM is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices, (Hashmi, 2020). TQM philosophy believes mistakes can be avoided and defects can be prevented, (Hashmi, 2020) once the right processes are put into place. TQM can be a powerful technique for unleashing employee creativity and potential, reducing bureaucracy and costs, and improving service to clients and the community. (Hashmi, 2020) therefore increasing business productivity. Incorporating the idea of sustainability in TQM helps an organisation to maintain a competitive advantage and performance improvement. (Zairi, 2006). Both sustainability and TQM are based on preventive and proactive approaches that aim to achieve long-term goals and maintain performance achievements such as; continuous improvement; zero defects, life cycle assessment, waste reduction and employee involvement and training. (Barbara Aquilani, 2016) TQM also focuses on improving processes and improvement plans which help in reducing product and service costs. (Hashmi, 2020) Meeting customer satisfactions and having employee involvement are key elements to effective implementation of TQM. TQM adapts a “just in time/demand flow” (Hashmi, 2020) production model which means products are only produced when the need arises which reduces the organisation energy consumption, which positively affects the environment.

Environmental Stewardship Environmental Stewardship is the responsible use and protection of the natural environment through conservation and sustainable practices to enhance ecosystem resilience and human well-being. (F. Stuart Chapin, 2010) There are mainly two key approaches to establishing better ES sustainability; 1] control approach and 2] prevention approach. The control approach improves environmental performance through end-of-pipe technologies, but this is only remedied after the pollutant has been released. (Kimitaka Nishitania, 2011) Prevention approach prevents the generation of pollutants in the manufacturing process by process innovation. (Kimitaka Nishitania, 2011) Adapting a prevention approach (cleaner production) gives a business a competitive advantage both in terms of increase product demand and improvement in productivity. (Kimitaka Nishitania, 2011)

The concept of ES mainly looks at process innovation towards improved environmental quality in combination with decreased cost of products and services. (Klaus Rennings, 2006) The use of cleaner production technologies generally leads to both a reduction in production energy and resource inputs (Klaus Rennings, 2006) which directly affects an organisation productivity. The recirculation of materials, the use of environmentally friendly materials and the modification of the combustion chamber design (process-integrated systems) are examples of cleaner production technologies. (Klaus Rennings, 2006) Reduction of pollution emissions improves a business economic performance, through demands of sales by environmentally conscious customers and improvement in cost reductions from improvements in productivity. (Kimitaka Nishitania, 2011) A proactive environmental strategy could lead to cost savings from increased efficiency and the elimination of waste. (Kimitaka Nishitania, 2011)

Business Process Re-Engineering Reengineering is the fundamental rethinking and radical redesign of business processes to achieve  dramatic improvements in critical measures of performance such as cost, quality, service, job satisfaction and speed. (K Altinkemer, 1998) Reengineering is process design, process management and process innovation, it involves reconfiguration of work to serve customers better. (Attaran, 2004) BPR is a challenging process which will require hard work by both management and employees however once implemented it creates a seamless organisation. (Attaran, 2004) Implementing BPR processes has numerous business benefits i.e., workplace reorganization induces an increase in labour productivity (Ozcelik, 2010), achieves large cost reductions and higher profits and can provide management with better staffing levels to run a particular section. (Attaran, 2004)

BPR is not for every organisation because reengineering projects involve large investments in physical as well as human capital. (Ozcelik, 2010). Studies has shown BPR projects with a large scope has the highest possible impact on a business performance. (Ozcelik, 2010) Any BPR project embarked upon must be supported by a strong IT (Information Technology) presence, information technology makes BPR possible and worthwhile. (Attaran, 2004) Partnering BPR and IT improves information and co-ordination access across the organisational units, (Attaran, 2004) failure to utilise IT within the BPR process will mean a failed BPR implementation and hinder productivity. Process Safety Management (PSM)

Process Safety Management (PSM) deals with the identification, understanding, and control of process hazards to prevent process-related injuries and incidents.(Paul R. Amyotte, 2007) Safety is a cross-disciplinary area concerned with protecting the safety, health and welfare of people engaged in work environment or employment. (James I.Chang, 2009) Daily output performance pressures, technical and organisational failures and miscommunications throughout the organisation are contributing factors to major mishaps. (B.Knegtering, 2009) When workers feel safe, productivity replaces the energy wasted being concerned with self-protection. (Fortune, 1998).

PSM system is able to reduce not only personal injuries and harm to worker’s health, but also material damage. It reduces down time and labour absenteeism and improves worker’s satisfaction and motivation also reducing the number of interruptions in the production process, which improves productivity, the quality of the products and the firm’s degree of innovation, thereby affecting customer’s satisfaction and the firm’s reputation. (Beatriz Fernández Muñiz, 2009) Creating an authentic safety culture requires both institutional pressure and a change of mentality and organisational commitment. (Beatriz Fernández Muñiz, 2009) The shift from safety management to safety leadership is necessary to meet the demands of the 21st century. (Fortune, 1998) High-Performance Work Systems

High-Performance Work Systems are composed of practices that can facilitate employee involvement, skill enhancement and motivation. HPWS focuses on how the organisation can achieve competitive advantage by improving performance through people. (Armstrong, 2008) HPWS creates a performance culture change and has a high impact on the organisation’s financial performance. Workers experience greater autonomy over their job tasks and methods of work. (Armstrong, 2008) HRM incorporate environment friendly HR practices for sustainable use of resources which helped the organization to reduce employee carbon footprints. HRM practices such as Flexible work scheduled, electronic filing, car-sharing, job-sharing, teleconferencing, virtual interviews, recycling, telecommuting and online training, these practices have directly impacted employee’s productivity and retention. (Deepak Bangwal, 2015) Effective HRM practices should affect employee’s motivation through organisational systems, cultures and motivation; that encourage them to improve how their roles are performed, (Hiltrop, 1996) having well motivated staff will directly impact the organisation performance and bottom line. Conclusion This report looked at how productivity can affect both personal performance and organisational performance. An employee productivity increases when their personal safety and financial incentive are meet. Not that everything is about money but if these concerns are plaguing an employee’s mind lots of productive hours are lost thinking about it. Introducing PSM, TQM or HPWS systems changes the organisation processes and work environment which motivates the staff to perform at their best and increases the business financial performance.

Recommendation

Investment in PSM, TQM or HPWS management systems to increase and improve the organisation operational processes. Introducing more sustainable business practices in the business production processes, this will attract higher quality recruits and increase customer demands the business products and service. Offering more attractive and competitive salary packages alongside a safe environment will increase staff performance and productivity. SHRM must be involved in designing and implementing a set of internally consistent policies and practices that ensure that firm human capital contributes to achieving firm business goals. (Wan-Jing April Chang, 2005)