Applicability of Six Sigma in Human Resource Management

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

Applicability of Six Sigma in Human Resource Management

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

2007 Emergency Mapping Center Constructing Common Operational Pictures with GIS

Emergency Mapping Center (EMC) activities at Chuetsu-oki Emergency Operation Center (EOC) are an innovative approach to disaster management, originating in Niigata Prefecture. This represents three important “firsts” in Japan – (1) the first disasterresponse digital mapping providing common operational pictures (COP) to local responders in real time, (2) the first collaborative emergency operations center (EOC) information analysis team, and (3) the first EMCstaff not directly supporting operation function but supporting staff function of EOC.

The Public Affairs Function

Corporate public affairs is a relatively young staff function. As such, its management is a challenge to both staff specialists and the general managers who oversee its role within the organization. This article examines the management dimensions of the public affairs field and discusses the responsibilities and alternatives to senior general managers in shaping the public affairs function.

The interrelationship between human resource management and corporate strategy

The involvement of personnel executives in the strategic planning of the enterprise is a controversial issue. Personnel has been considered a staff function which deals with day-to-day administration issues and as such has often been regarded with some contempt by the top management team. Concomitantly many firms are viewing the personnel function in an entirely different light; it now participates in the decision making of the company. The objectives of this paper are two fold: firstly to find a link between corporate strategy and human resource management and secondly, to find out whether personnel managers of quoted South African companies participate in corporate strategy formation. The company comprises of a number of varying dimensions and systems. Every organizational dimension and system must be consistent, not only with the strategy, but also with every other organizational dimension and system. The personnel department is often excluded from the corporate planning process. This exclusion represents a high cost to the total system due to less than optimum usage of an organization's human resources. This paper discusses the need for planning by management with particular reference to manpower planning in relation to corporate planning.

Application Group: Broadening the Patient Experience in a Psychiatric Organization

The Tavistock conference model of Group Relations Training, described in some depth by Rioch (1970) and O'Conner (1971), provides participants with a focus on the problems of leadership and authority as they develop and emerge in a variety of relatively unstructured group contexts within a time-limited laboratory setting. The major conference experience involves participation in ‘here and now’ groups with the use of staff in a consultative role, i.e. the staff function being to focus exclusively on the covert or unconscious processes in the group. So the usual consultant role involves no comments to individuals but a rigorous focus on the dynamics of the group as a whole; a role which has been described in more clinical settings by Bion (1968), Coffey (1966) and Ezriel (1950). ‘One of the major aims of the conferences is to contribute to people's ability to form serious work groups committed to the performance of clearly defined tasks …. A second major aim … is the development of more responsible leadership and fellowship in group life’ (Rioch, 1970, p. 347).