The Lessons of Human Resource in The Theory of Constraints

2018 ◽  
Vol 8 (1) ◽  
pp. 13-27 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Relations ◽  
Health And Safety ◽  
Theory Of Constraints ◽  
The Third ◽  
Fairness Concerns

This article describes how human resource management is a field encompassing the interactions between people working within an organization. This area incorporates the process of acquiring, training, appraising, and compensating employees as well as attending to their labor relations, health and safety, and fairness concerns. In this article, the roles of human resource management and how they impact the overall business are discussed in three sections. The first section uses Eli Goldratt's The Goal as a template to discuss the functions of human resource. The second section discusses how technology impacts human resource management. Lastly, the third section discusses human resource management's ability to create continuous improvements and increase overall quality.

The Lessons of Human Resource in The Theory of Constraints

2019 ◽  
pp. 121-135
Author(s):  
Brian J. Galli
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Relations ◽  
Health And Safety ◽  
Theory Of Constraints ◽  
The Third ◽  
Fairness Concerns

This article describes how human resource management is a field encompassing the interactions between people working within an organization. This area incorporates the process of acquiring, training, appraising, and compensating employees as well as attending to their labor relations, health and safety, and fairness concerns. In this article, the roles of human resource management and how they impact the overall business are discussed in three sections. The first section uses Eli Goldratt's The Goal as a template to discuss the functions of human resource. The second section discusses how technology impacts human resource management. Lastly, the third section discusses human resource management's ability to create continuous improvements and increase overall quality.

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Labor Relations

2009 ◽  
Author(s):  
E. Kevin Kelloway ◽  
C. Gail Hepburn ◽  
Lori Francis
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Relations ◽  
Human Resource Practices ◽  
Critical Importance ◽  
Collective Agreements ◽  
Considerable Impact

Although the extent of unionization may have declined in some jurisdictions, the practice of labor relations continues to have considerable impact on both individuals and organizations. On the organizational front, labor relations practice has implications for the implementation of human resource practices in organizations. For individuals, the dynamic of labor relations has been characterized as involving both conflict and change. This article reviews research on labor relations, highlighting its impact on individuals and organizations. It begins by considering the extent and nature of unionization in various jurisdictions. The article then considers the major “events” characterizing labor relations; from an individual's decision to join a union, through the negotiation of collective agreements and related strike action, to the administration and enforcement of agreement provisions via member grievances. It concludes with a review of other research assessing consequences of labor relations that are of critical importance for human resource management.

The Company Union Movement, 1900–1937: A Reexamination

1982 ◽  
Vol 56 (3) ◽  
pp. 335-357 ◽  
Author(s):  
Daniel Nelson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Labor Relations ◽  
Major Goal ◽  
Union Movement ◽  
History Of ◽  
Company Union ◽  
Company Unions

The fostering of worker confidence in the organization has been a major goal of big business for a century. Professor Nelson, a well-known authority on the history of human resource management, here provides a new look at company unions. His view shows that the characterization of these organizations by liberal and labor critics was not always accurate. Some company unions represented noteworthy contributions to the development of a professional approach to labor relations.

Theory of Constraints and Human Resource Management Applications

2022 ◽  
pp. 526-544
Author(s):  
Brian J. Galli
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Operation Management ◽  
Theory Of Constraints ◽  
Performance Measurements ◽  
Management Philosophy ◽  
Manufacturing Environments ◽  
Critical Chain ◽  
The Relationship

This purpose of this article is to assess constraints and suggest a theory that can improve Human Resource Management Systems (HRMS's). It investigates the relationship between Theory of Constraints (TOC) and operation management, which is based on the Critical Chain PMs book entitled The Goal. In 1984, the author, Goldratt, introduced an entire management philosophy about the TOC. The mental process and improvement theory tools discussed in his book mainly focus on manufacturing environments. However, the practice and examples in the book helped many organizations succeed, even in the private sectors. This study offers definitions of throughput, operating expense, and inventory measurements, and uses the principle of TOC to identify bottlenecks and constraints in every business process. By using these analyses, the study remodels the system to increase performance measurements of HRMS.

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