User:Ramcharitar/sandbox

INTRODUCTION

OPERATIONS MANAGEMENT

Heizer et al, (2016) stated, [https://www.informit.com/articles/article.aspx?p=2167438#:~:text=Operations%20management%20%28OM%29%20is%20the%20business%20function%20responsible,needed%20to%20produce%20a%20company%E2%80%99s%20goods%20and%20services. Operations Management (OM)] is a set of activities that convert inputs into commodities and services. OM research is driven by [https://www.igi-global.com/dictionary/media-streaming-technological-innovation-higher/29457#:~:text=Technological%20innovation%20comprises%20activities%20that%20contribute%20to%20the,more%20in%3A%20R%26D%20Activities%20in%20Family%20Firms%2013. technological innovation] and inventiveness. Because of this, OM operational processes offer reliability, efficiency, flexibility, and a path to sustainability due to the fact that OM decisions have an impact on sustainability (Holmström and Romme, 2012). Therefore, researchers agree that OM can boost productivity and performance by developing cost-effective and sustainable global supply chains that meet customer demands. (Gunasekaran and Irani, 2014). The concept of triple bottom line (3BL) assumes that a business is sustainable when it is able to be profitable as well as safely balance economic, environmental, and social goals (Flores, et al. 2017). As a result, OM functions cater to the demands of sustainability, as its decisions pave the way for proper environmental, social and economic objectives to increase productivity, reduce cost and increase revenue (Gunasekaran and Irani, 2014). OM can incur a number of strategies such as designing of goods and services, processing, maintenance to name a few that can be integrated to promote productivity.

HRM AND SHRM

HR system is the combination of HR practices, which are mutually consistent and reinforcement oriented to accomplish some broader objectives (Boon et al. 2019). Whereas, Strategic Human Resource Management (SHRM) emphasizes the importance of aligning HRM with a company's strategic goals and objectives in order to achieve success. SHRM sees employees unique and as a source of competitive advantage in this approach, whereby, enhancing their performance can lead to an increase in productivity (Paillé et al. 2013). Many studies have examined the relationship between strategy, SHRM techniques and firm productivity and performance Buller and McEvoy (2012) shows that employee performance that is effective will have a favourable impact on the overall performance of the company. As a result, Paillé et al.( 2013) SHRM must reward employees ,incorporate the right skills that motivate and encourage them to be effective. Once SHRM' manages people and all processes correctly by hiring qualified people with the right leadership and sustainable cultural fit it improves organizational efficiency and performance (Saha et al. 2016). Economic competitiveness, positive human/social results, and environmental safety can all benefit from this (TBL) as SHRM literature gives a different perspective on people management SHRM influences sustainability by including climate well-being and work–life balance surveys, workforce planning, and estimating an organization's carbon footprint (Kramar, 2013). These measures must be adopted systematically and as part of a broader HRM strategy in order to be sustainable. Therefore, by integrating OM and SHRM strategies mentioned above it can work together to build a productive organization, to achieve long-term performance and sustainable results (Buller and McEvoy, 2012). This paper will seek to provide further information on the aspects of OM and SHRM practices and analyse how and why they are important in achieving productivity through sustainable practices that meet the needs of the triple bottom line.

ANALYSIS

Sustain abilities in the environment, society, and economy are linked. OM sustainability requires a deeper understanding of what makes a business endure, what finance directors need to be aware of, and what other factors they should consider (Doane and MacGillivray, 2001).Environmental competence is critical to business sustainability competence. Thus, when evaluating environmental competence, OM must seek improvement, redesign, reuse, reduction, and recycling (Wong and Ngai ,2021). OM managers can use the sustainable economic [https://www.toolbox.com/tech/devops/blogs/what-is-a-development-framework-why-use-a-development-framework-042911/#:~:text=What%20is%20a%20development%20framework%3F%20%E2%80%9CA%20framework%20is,usually%20a%20set%20of%20tools%2C%20materials%20or%20components. development framework] to improve financial performance by reducing costs and energy consumption (Lopes de Sousa Jabbour et al., 2019). Beyond that, OM must seek to promote social aspects of sustainability, which can only be achieved by integrating human resource policies and practices for business performance and equity. Promoting employee health and safety is critical (Walker et al, 2014). OM must be able to manage quality, maintenance, have good design of goods and services, have a strategic layout and mange supply chains to name few. For this reason, to continuously improve the quality and productivity of work processes OM management should implement the following strategies: total quality management, environmental stewardship, and total processes.

PROCESS SAFETY MANAGEMENT

Process safety management (PSM) is the use of management principles to identify, understand, and control process hazards to prevent injuries and incidents. Thus, protecting employees, the organization and to an extent the environment. PMS has to reduce industrial accidents, improve process technology, reduce operational error, increase quality and productivity, reduce insurance rates, and established a self-managed safety management system (Kwon, 2006). Thus, PM is essential in allowing the operations of an organization to be a smooth flow, this in turn can increase productivity when employees feel safe and proper working equipment aids in efficiency thus reduce cost because of less error and safety on a hold increases competitive advantages. Accidents must be tracked and analysed to improve performance and ensure a safe workplace. This implies that workplace safety improves company performance. As a result of eliminating gaps in current safety management practices, organizations can improve their performance (Lee, 2018). Workers' safety is affected by variables such as climate, climate management, and safety management. Once process hazards are controlled, the environment, organizational assets and employees are protected. Administrative cost can be reduces, environmental damages can be prevented and employee relations are improved. As a result, having good PSM as part of OM, will contribute to the TBL and sustainability. When accident and disaster rates are reduced, employees' health improves, and there are fewer claims of industrial accidents, performance and productivity both increase as operations run smoothly (Lee, 2018).

CHALLENGES

Even with effective PSM, major industrial accidents still occur because of design error, mechanical failure, human error, and poor management of MOC (Kwon, 2006). Implementation of PSM systems can be costly, furthermore, the need to management support can be difficult as there may be differing views (Zhao et al. 2014).

TOTAL QUALITY MAMAGEMENT TQM techniques help organizations produce more competitive and innovative organizations that conserve resources and effectively cut operational costs (Ahmad et al.2015). TQM practices include regular analyses of company information to improve innovation output in order to compete effectively, organizations can concentrate on these TQM practices. Customers satisfaction is a key element of TQM because it motivates companies to introduce new products and services. When this is done, it allows for customer loyalty and provides customer value which secures profits by increasing sales, thus, identifying what customers want is crucial (Sang Long et al. 2015). TQM techniques help organizations produce more competitive and innovative organizations that conserve resources and effectively cut operational costs. Thus, this enhances effective productivity, an creates a chain reaction that can help improve the environment by using top quality materials, which can contribute to less pollution and protect natural resources (Green et al. 2019). Cultural change for businesses is of the utmost importance. Ensuring that their resources are efficiently and effectively utilized to produce only those products and services customers want and are willing to pay a premium for. Businesses must change their culture by consistently producing products and services customers want and are willing to pay a premium for. Consequently, when TQM is implemented as a culture it improves financial results, create effective productivity ,customer satisfaction and loyalty, while adding value to shareholder and stakeholder. TQM is thus a company's long-term competitive advantage (Khan, 2003).

CHALLENGES

Managing for the long-term on the sustainable OM spectrum means shifting from being reactive to proactive as a company .Therefore it can be time consuming to adopt and make preparations (Kleindorfer et al. 2005).

ENVIRONMENTAL STEWARDSHIP Environmental stewardship includes planting trees, reducing harvests, avoiding harmful activities, restoring degraded areas, and buying more sustainable products. It refers to strict environmental conservation measures, active restoration projects, and/or sustainable resource use (Bennett et al., 2018). Material use is increasing, resulting in increased greenhouse gas emissions, water usage, solid waste, and other emissions to air and water and his development path is unsustainable (Worrell et al.2016). Multiple environmental and economic benefits can arise from a commitment to material efficiency improvement, increasing healthier productivity operations. Material-efficient service design and supply in policy design, should be included in policy making and implement systems to monitor material use. There are some companies today that introduce new manufacturing concepts to improve material efficiency by demonstrating these benefits to customers and employees which increases performance because of satisfaction (Worrell et al.2016). For instance the reduction in energy intensity of goods and services should me considered. The Manufacturing sector should also consider reduction of toxic materials, instead adopt more recyclable ones that are safer for the environment and people. Furthermore, organizations should partner with other businesses who are environmentally conscious (Bhupendra and Sangle, 2017). If this is done, operation cost can be lowered, health of individuals can be positive and because of reduce emissions etc, the planet can become sustainable thus, protecting natural resources.

CHALLENGES

While not impossible, this process can take a very long time to accomplish. Additionally, if the environmental needs are not important to management, the interest of profit gains over people and the planet will be an issue.

HIGH PERFORMANCE WORK SYSTEMS Organizations with [https://www.businessmanagementideas.com/human-resources-management/high-performance-work-system/20686#:~:text=High%20performance%20work%20system%20%28HPWS%29%20is%20a%20specific,The%20key%20concept%20in%20HPWS%20is%20the%20system. high-performance work systems (HPWS)] take a fundamentally different approach to management than standard piecemeal management. HPWS features that organizations should include job security, selective hiring of new employees, extensive training, reduced status distinctions and barriers within the organization (dress, office arrangement, salary, etc.), and sharing of financial and performance data. Each component is crucial, but it is the combination of the right people, technology and organizational system that makes the process work (Denton, 2006). With its combination, it helps reduce turnover and improve both productivity and company financial performance (Huselid, 1995). This is because, employees personal and organizational strategic goals are in alignment to the organizations culture which increases overall performance as everyone wants the same thing. Ensuring that HR strategy supports manufacturing goals and technological capabilities also ensures value, lean manufacturing systems, such as integrated computer-based technology and total quality management, can be supported by a more empowering HRM and extensive employee training which increases organizational productivity (Boxall, 2012). When viewed as an exchange, the various HRM strategies used within an organization all serve to strengthen trust and encourage reciprocity among employees. Employees who feel valued and respected by their employers are more likely to adopt positive attitudes and behaviours at work, thereby improving their performance levels. (Juul et al. 2013). Management can consult their employees before making decisions and allow them to organize their work as they see fit. Employees who are more involved in decision-making feel empowered to their work and are happier. A company's ability to retain talented employees is critical to its success. Finding employees with the necessary knowledge and skills who also share the organization's values and culture increases employee happiness and retention, which improves performance and productivity (Fabi et al.2015). Human resource management's many responsibilities include training and development. Several studies have recognized that employees are critical and costly resources, and it is necessary to sustain high levels of performance and productivity for the company to thrive. Training and development improves profitability while creating more positive attitudes toward profit orientation. Training and development help employees see how their goals match those of the company, once persons share the same values for example environmental sustainability, there is a positive impact for the planet (Sal, A. and Raja, M, 2016). People-management practices that focus on developing human, environmental, and social capital should be implemented above and beyond basic HR management functions because business and society are interrelated (Ehnert et al., 2015). Therefore, HRMP can impact social performance by boosting employee morale and loyalty. Once firms have a competitive advantage it increases economic performance. Furthermore, as employees are evaluated, firms can build their strengths thought organizational activities and development, this intern can lead to higher performance.

DATA ANALYTICS

Workplace technology and TM are critical to the future of HRM. The TA process focuses on finding and attracting talent. Technology has greatly aided TA, companies search for candidates on LinkedIn, Facebook, and Twitter. Job seekers and employers can also search for and post jobs on Naukri, Glassdoor, and Indeed (Kaplan and Haenlein, 2019).Social media, company webpages, mobile apps, and talent assistant chatbots have been found to help job seekers apply for jobs. Employees and managers alike benefit from the use of web conferencing tools such as Skype (Bersin, 2018). As a result, it provides unbiased results from automated selection and assessment tools (Bountyjobs Report, 2018). This can reduce travel time and cost. Predictive analytics data delivered by these software’s is enabling early intervention for HR managers to help prevent employee turnover, increase performance and enhance productivity, an effective strategy HRM should consider (Kaplan and Haenlein, 2019).

RECOMMENDATIONS

To enhance PSM, there must be an understanding of risk and its impact to the TBL. Therefore, organizations must invest in a number of safety protocols to ensure risk reductions. Moreover, organizations must focus on TQM of products and services by ensuring their customers get value for their money. Investing in safe materials, proper marketing techniques and strategic locations can be beneficial. To improve environmental stewardship, there must be a great appreciation for the environment and strategies from each organization should be in alignment altogether as this can be seen as a collective process to benefit the planet in the long term. While it can be considered new, HRM should adopt data analytics into their strategies to enhance hiring and employee satisfaction and overall organizational performance.

CONCLUSION

Overall, productivity and performance is an effort that must be adopted by the entire organization as it requires great integration of OM and SHRM practices and strategies. OM enhances sustainable management by integrating effective PSM operations, reducing organizational risk, which is beneficial for employees, customers and the environment. Furthermore, the implementation TQM increases customer loyalty, enhances profits and give the organization a competitive advantage, this also enhances shareholders value. Collectively, once implemented correctly, can reduce energy usages and provide better cost management. Environmental stewardship help create a better environment for all, by understanding its effects related to climate change, waste and emissions, protection can be implemented. Organizations can reduce toxic dispersed, energy usages and engage in recyclable material, intern can lower cost, protect the health of people and the planet on a whole. With the used if HPWS, organizations can benefit from the right combination of people, technology and structure for a smooth functioning body. With the right people, performance and productivity can be increased as their talents and abilities and goals contribute to the overall strategic goal of the organization. The use of data analytics can help in this regard, reducing cost, time an altogether boost the organization performance, with the right culture have a positive effect on the TBL.

References

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•	Sal, A. and Raja, M., 2016. The impact of training and development on employees performance and productivity. International Journal of Management Sciences and Business Research, 5(7).

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International Journal of Organizational Leadership, 5(1), pp.63-75. •	Sang Long, C., Abdul Aziz, M., Owee Kowang, T. and Wan Ismail, W., 2015. IMPACT OF TQM PRACTICES ON INNOVATION PERFORMANCE AMONG MANUFACTURING COMPANIES IN MALAYSIA. The South African Journal of Industrial Engineering, 26(1), p.75. •	Sivathanu, B. and Pillai, R., 2019. Technology and talent analytics for talent management – a game changer for organizational performance. International Journal of Organizational Analysis, 28(2), pp.457-473. •	Westerman, J., Rao, M., Vanka, S. and Gupta, M., 2020. Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement. Human Resource Management Review, 30(3), p.100742. •	Wong, D. and Ngai, E., 2021. Economic, organizational, and environmental capabilities for business sustainability competence: Findings from case studies in the fashion business. 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Journal of Cleaner Production, 235, pp.1525-1539. •	Macke, J. and Genari, D., 2019. Systematic literature review on sustainable human resource management. Journal of Cleaner Production, 208, pp.806-815. •	Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2013. The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study. Journal of Business Ethics, 121(3), pp.451-466. •	Saha, N., Chatterjee, B., Gregar, A. and Sáha, P., 2016. The impact of SHRM on sustainable organizational learning and performance development. International Journal of Organizational Leadership, 5(1), pp.63-75. •	Sal, A. and Raja, M., 2016. The impact of training and development on employees performance and productivity. International Journal of Management Sciences and Business Research, 5(7). •	Sang Long, C., Abdul Aziz, M., Owee Kowang, T. and Wan Ismail, W., 2015. IMPACT OF TQM PRACTICES ON INNOVATION PERFORMANCE AMONG MANUFACTURING COMPANIES IN MALAYSIA. The South African Journal of Industrial Engineering, 26(1), p.75. •	Sivathanu, B. and Pillai, R., 2019. Technology and talent analytics for talent management – a game changer for organizational performance. International Journal of Organizational Analysis, 28(2), pp.457-473. •	Walker, H., Seuring, S., Sarkis, J. and Klassen, R., 2014. Sustainable operations management: recent trends and future directions. International Journal of Operations & Production Management. •	Westerman, J., Rao, M., Vanka, S. and Gupta, M., 2020. Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement. Human Resource Management Review, 30(3), p.100742. •	Wong, D. and Ngai, E., 2021. Economic, organizational, and environmental capabilities for business sustainability competence: Findings from case studies in the fashion business. Journal of Business Research, 126, pp.440-471. •	Worrell, E., Allwood, J. and Gutowski, T., 2016. The Role of Material Efficiency in Environmental Stewardship. Annual Review of Environment and Resources, 41(1), pp.575-598. •	Zhao, J., Suikkanen, J. and Wood, M., 2014. Lessons learned for process safety management in China. Journal of Loss Prevention in the Process Industries, 29, pp.170-176.