Publication: The impact of job analysis and human resource management practices on the performance of a labor intensive company
Abstract
Endüstri devrimi zamanında, üretimin dört faktöründen biri olan işgücü; arazi, sermaye ve teknolojiden daha az önemliydi. Bugün, teknoloji devrimi zamanlarında işgücü diğer üç faktöre hükmeder hale gelmiştir. Günümüzün iş çevresinde, katma değer yaratmak için, işgücünün ekin kullanılmasına ihtiyaç vardır. Bu ihtiyaç İnsan Kaynakları Yönetimi (İKY) uygulamalarının geliştirilmesi ile karşılanacaktır. Ülkemizde küçük ve orta ölçekli şirketler İKY uygulamaları için yeterli kaynak ve personel tahsisine sahip değillerdir. Böyle bir tahsis ihtiyacı öngörülmemiştir. İKY uygulamalarının performans üzerindeki olumlu etkisi etraflıca bilinmemektedir.Bu çalışmayı, bu tip firmaların bir örneklimi üzerinde yürüttük. Ampirik çalışmalarda da görüleceği gibi, İKY prensipleri ve uygulamaları bu çalışmalara kaynak ve personel ayırabilen büyük ölçekli firmalarda yapılmıştır. Bununla beraber ülkemizde orta ve küçük ölçekli firmalar etkinliklerini ve performanslarını artırmaya ihtiyaç duymaktadırlar. Makroekonomik göstergelerin uzun vadede tutarlı ve tahmin edilemez olduğu ülkemizde, stabil ekonomi birbirine iyi eklemlenmiş küçük ve orta ölçekli firmalara ihtiyaç duymaktadır. Buda, birlikte etkin çalışabilecekleri; düzen, organizasyon kültürü ve profesyonellik gerektirir. Bu çalışmayı başlatırken, en az yatırım ve en kısa vadede sonuç alınabilen işgücünün performans artışının değerlendirilmesi üzerine yoğunlaştık. Üretim Tarzlarının Eklemlenmesi (Ersoy ve Keskinok, 1984) teorisinin yanında Rekabet Modeli (Lucia ve Lepsinger, 1999)'de insan kaynakları yönetimi alanındaki tezimize fikren kaynak oluşturmuştur. Eklemlenme teorisi her ekonomik faaliyetin, özgün bir dizi fonksiyonun bileşkesi olduğunu savunur. Bu fonksiyonlar, üretim hattı gibi bir aktivite planı çerçevesinde tasnif olup, bir araya gelir ve ekonomik faaliyeti gerçekleştirirler.her özgün fonksiyon bir eklem olarak değerlendirilir. Her eklem işlevine göre aktivite planında yerini alır. Rekabet modeli ise her fonksiyona bir katma değer olarak bakar. Bir fonksiyon katma değeri var oldukça yaşar. Eğer bir fonksiyon katma değerini yitirirse, ya yok olur yada başka bir fonksiyona dönüşür. Emek yoğun bir sektörde, rekabetçi çevrede yaşayabilmek için insan kaynağının çok etkin kullanımı gerekir. Elemeğinin katma değerinin artırılmasındaki temel üretim faktörü insan kaynakları yönetimidir. Besa Ayakkabı San. Tic. A.Ş. (Besa) cirosu, personel sayısı, üretim kapasitesi ile orta ölçekli emek yoğun şirket tanımına mükemmelin uyan bir örneklemdir. Besa tüm üretimini ihraç eden, uluslararası piyasada önemli bir oyuncudur. Firma rekabete açık bir ortamda çalışmakta ve yan sanayiinin üretimine bağımlı bir yapıdadır. Bu yüksek lisans teziyle, iş analizi ve İKY uygulamalarının, emek yoğun şirketlerin performansları üzerinde olumlu eti yaptığını teşhis edip, göstermeyi amaçladık. Makro hedefimiz ise, öncü bir çalışma ile bu ilişkiyi kanıtlamak ve ilerde İKY uygulamaları ihtiyacı olan orta ölçekli şirketlere olumlu bir örnek teşkil etmektir. Besa'daki çalışmamız, üretim hattı analizi, daha sonrada iş analizine bağlı olarak is tanımları ile başladı. İş Analizi Metotlarının Bileşimi (C-JAM) kullanılarak yapılan iş tanımları üretim hattı üzerindeki bölümleri resmen tanımlayıp, çalışanlarını buna göre hazırladı. Hem personele, hem de bölümlere performansa dayalı hedefler verildi. İş başvuruları, işçi seçimi, performans değerlendirme gibi bazı alt sistemlerde iş analizi çalışmasının sonuçlarından elde edildi. Ortaya konulan sistem tamamen oturup, benimsenince kişisel ve bölümsel performanslar ölçülüp kaydedildi. İKY uygulamalarını içeren sistemin yerleştirilmesi öncesindeki ve sonrasındaki performans istatistiki olarak karşılaştırıldı ve görüldü ki anlamlı bir performans artışı sağlanmış. Bu çalışmanın bir model haline gelebilmesi için İKY uygulamalarının sonuçlarının daha derin ve detaylı incelenmesi gerekir; örneğin bazı bölümlerde performans artışı olmayışının nedenleri, Besa'da yerleştirilen İKY sisteminin etkinliği, performansın uzun dönemli değişimi, bu İKY sisteminin diğer benzer firmalardaki veya sektör içindeki firmalardaki seyri gibi.
In the past, when industrial revolution took place, labor as one of the four major production factors was less important than land, capital or technology. Today, at the times of technology revolution, labor became the most important factor, mastering all the other three factors of production. In order to create added value in today's work environment, labor force need to be utilized efficiently. This need derived the HRM applications development. In our country small and medium scale companies do not have enough funds or manpower allocation to apply HRM practices. The need for such allocation is not foreseen. The positive impact of HRM application on productivity is not widely known as well. We will conduct this study to set a living sample for such companies. As it can be found in empirical work, as well Human Resource Management principles and practices are mainly applied at large scale companies who can afford to allocate funds and people to run these practices. However in our country middle and small-scale companies need to increase their effectiveness and productivity. In our country where the macroeconomic indicators are inconsistent and unpredictable over the long term, stable economy needs well articulated small and medium sized companies, which support and serves the needs of the large scale companies. This requires relative set up and organizational culture and professionalism at all scale companies so that they work efficiently. While initiating this thesis we focused on evaluating that increasing the productivity and the professionalism of labor would be the most effective production factor since it requires the least investment and would provide results in the shortest term. Besides 'Articulation of production methods theory' (Ersoy & Keskinok, 1984), 'Competency model' (Lucia, & Lepsinger, (1999) also values labor management. Articulation theory tells that every economic function is the combination of identical functions. Identical functions are classified and come together to work according to activity plan, such as a production line. Each identical function can be considered as an articulation (joint). Each articulation is classified up to its function. Competency model looks at each function as added value. A function can be exist as far as it has an added value. If a function looses its added value, it disappears or transforms. In labor-intensive sectors, human resources should be handle very efficiently in order to survive in a competent environment. To increase the added value of handcrafting HRM is the basic production function. Besa Shoe Company is chosen as the sector sample company for a medium sized labor intensive company which fits perfectly well with this definition with regard to its turnover, personnel number and production capacity. Besa Shoe Company exports all the production and is an important player in international market. The company works in an open environment and needs the articulation of its suppliers. With this master thesis, our objective is to identify and manifest the positive relationship between the application of job analysis and HRM practices will result in increased performance even at medium-scaled companies. The macro aim of the study is to be the pioneer study to prove such a relationship and set a positive sample for other medium scaled companies to apply HRM practices in the future. The model followed at Besa Shoe Company was to conduct the production line analysis, job analysis that led to job descriptions. By the use of C-JAM job analysis of each department on the production line is formalized and the labor force is trained accordingly. Performance based job objectives were given both to the individuals and to the departments. Some other HRM practices like job application, selection, performance appraisal subsystems are also derived from job analysis study. Once all the training is completed the performance of each individual and of each department were measured and recorded. When the performance of before and after application are compared mathematically significant increase in productivity is recorded. In order to derive this study as a model, we need to further assess the results of the HRM application; i.e. Reasons of 'no performance change' at some departments while overall factory's performance is increasing; testing the efficiency of the system set at Besa; results of performance change in the long-term, to testing the model applied at Besa at another medium sized labor intensive company that will also fit with articulation theory and competence theory.
In the past, when industrial revolution took place, labor as one of the four major production factors was less important than land, capital or technology. Today, at the times of technology revolution, labor became the most important factor, mastering all the other three factors of production. In order to create added value in today's work environment, labor force need to be utilized efficiently. This need derived the HRM applications development. In our country small and medium scale companies do not have enough funds or manpower allocation to apply HRM practices. The need for such allocation is not foreseen. The positive impact of HRM application on productivity is not widely known as well. We will conduct this study to set a living sample for such companies. As it can be found in empirical work, as well Human Resource Management principles and practices are mainly applied at large scale companies who can afford to allocate funds and people to run these practices. However in our country middle and small-scale companies need to increase their effectiveness and productivity. In our country where the macroeconomic indicators are inconsistent and unpredictable over the long term, stable economy needs well articulated small and medium sized companies, which support and serves the needs of the large scale companies. This requires relative set up and organizational culture and professionalism at all scale companies so that they work efficiently. While initiating this thesis we focused on evaluating that increasing the productivity and the professionalism of labor would be the most effective production factor since it requires the least investment and would provide results in the shortest term. Besides 'Articulation of production methods theory' (Ersoy & Keskinok, 1984), 'Competency model' (Lucia, & Lepsinger, (1999) also values labor management. Articulation theory tells that every economic function is the combination of identical functions. Identical functions are classified and come together to work according to activity plan, such as a production line. Each identical function can be considered as an articulation (joint). Each articulation is classified up to its function. Competency model looks at each function as added value. A function can be exist as far as it has an added value. If a function looses its added value, it disappears or transforms. In labor-intensive sectors, human resources should be handle very efficiently in order to survive in a competent environment. To increase the added value of handcrafting HRM is the basic production function. Besa Shoe Company is chosen as the sector sample company for a medium sized labor intensive company which fits perfectly well with this definition with regard to its turnover, personnel number and production capacity. Besa Shoe Company exports all the production and is an important player in international market. The company works in an open environment and needs the articulation of its suppliers. With this master thesis, our objective is to identify and manifest the positive relationship between the application of job analysis and HRM practices will result in increased performance even at medium-scaled companies. The macro aim of the study is to be the pioneer study to prove such a relationship and set a positive sample for other medium scaled companies to apply HRM practices in the future. The model followed at Besa Shoe Company was to conduct the production line analysis, job analysis that led to job descriptions. By the use of C-JAM job analysis of each department on the production line is formalized and the labor force is trained accordingly. Performance based job objectives were given both to the individuals and to the departments. Some other HRM practices like job application, selection, performance appraisal subsystems are also derived from job analysis study. Once all the training is completed the performance of each individual and of each department were measured and recorded. When the performance of before and after application are compared mathematically significant increase in productivity is recorded. In order to derive this study as a model, we need to further assess the results of the HRM application; i.e. Reasons of 'no performance change' at some departments while overall factory's performance is increasing; testing the efficiency of the system set at Besa; results of performance change in the long-term, to testing the model applied at Besa at another medium sized labor intensive company that will also fit with articulation theory and competence theory.