Integration of human resource management and competitive priorities of manufacturing strategy

This article investigates the relationship between the functional areas of manufacturing and human resources by analysing the practices of human resource management associated with the competitive priorities of manufacturing strategy, e.g. quality, delivery performance, flexibility and cost. Within strategic business management, both the competitive priorities of manufacturing and the practices of human resource management need to be observed by the whole organisation. In this way, this study presents how human resource management practices are aligned to business strategies based on cost reduction, quality, delivery performance and product innovation. These practices may also be arranged in different ways in a particular competitive strategy.

[1]  D. Teece.  Capturing Value from Knowledge Assets: The New Economy, Markets for Know-How, and Intangible Assets , 1998 .

[2]  E. Burack.  Changing the company culture—the role of human resource development , 1991 .

[3]  Silvio Roberto Ignácio Pires,et al.  Managerial implications of the modular consortium model in a Brazilian automotive plant , 1998 .

[4]  Nigel Slack,et al.  Operations management , 1994 .

[5]  Paul Evans,et al.  Management Development as Glue Technology , 1992 .

[6]  K. Clark,et al.  Dynamic Manufacturing: Creating the Learning Organization , 1988 .

[7]  W. Randolph,et al.  Navigating the journey to empowerment , 1995 .

[8]  C. K. Wang,et al.  The management of innovation: strategy, structure, and organizational climate , 1993 .

[9]  J. Barker.  Tightening the Iron Cage: Concertive Control in Self-Managing Teams , 1993 .

[10]  Daniel H. Kim.  The Link between individual and organizational learning , 1997 .

[11]  P. Senge.  THE FIFTH DISCIPLINE , 1997 .

[12]  Craig Eric Schneier,et al.  New HR roles to impact organizational performance: From “partners” to “players” , 1997 .

[13]  F. Barrett.  Creating appreciative learning cultures , 1995 .

[14]  Richard J. Schonberger,et al.  Human Resource Management Lessons from a Decade of Total Quality Management and Reengineering , 1994 .

[15]  R. Grant.  The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation , 1991 .

[16]  Kim S. Cameron,et al.  Strategies for successful organizational downsizing , 1994 .

[17]  Ann Majchrzak,et al.  Concurrent engineering tools: are the human issues being ignored? , 1996 .

[18]  S. Wheelwright,et al.  Restoring Our Competitive Edge: Competing Through Manufacturing , 1984 .

[19]  Arvind Singhal,et al.  Managing Human Resources for Innovation and Creativity , 1993 .

[20]  Christopher Mabey,et al.  Strategic Human Resource Management , 1995 .

[21]  Richard A. Guzzo,et al.  Creating a climate and culture for sustainable organizational change , 1996 .

[22]  Karen E. Mishra,et al.  The role of mutual trust in effective downsizing strategies , 1994 .

[23]  C. Prahalad,et al.  Competing for the Future , 1994 .

[24]  S. Jackson,et al.  Linking Competitive Strategies with Human Resource Management Practices , 1987 .