Computer-Assisted Manufacturing

Paper Summary:

This paper discusses, from a human resources perspective, the various methods of training employees in computer-assisted manufacturing. The strengths and weaknesses of these methods are evaluated in terms of the training outcomes. Several examples of companies who have given computer-assisted training to employees are presented. The paper also discusses the role of transformational leadership during times of change within a company. Human resources plays a role in developing these leaders and promoting them. The paper summarizes the role of human resources for companies involved in manufacturing to stay competitive.

Outline:
Introduction
Management Training and Leadership
Changing the Image Associated with Manufacturing
Employee Training and Retraining
Implementation of New Hiring Standards
Conducting an Internal Audit
Conclusion

From the Paper:

"Since the job market has become tighter in recent years as employment levels have increased, manufacturers must develop wider hiring standards, and train a person with no skills as compared to hiring a person with previously acquired skills. Research indicates that government assistance in the form of tax credits would encourage manufacturers to train their low-level managers and non-supervisory employees. Increasing credits for manufacturers who use state certified education/training institutions would strengthen relationships between the industry and certified training providers (Carnevale, 1990). These ideas imply that the anticipation of rewards is important as well as the perceived contingency between the behaviors desired by the organization and the desired rewards. This also implies that since different people desire different rewards, organizations should try to match rewards with what employees want. However, there may be possible difficulties. Employees may not believe that good performance does in fact lead to more desired rewards, and convincing them may require more changes than the organization is prepared to make. Poor selection and training of employees, for example, even with maximum effort, results in poor performance.

Sample of Sources Used:

• Ailawadi, K., Borin, N., Farris, P. (1995). Market Power and Performance: A Cross-Industry Analysis of Manufacturers and Retailers. Journal of Retailing, vol. 71, no. 3, pp. 211-248.
• Anonymous author. Principal Leadership Standards. (2001). [Online]. [Assessed 23 September 2006]. Available from the World wide Web: http://www.stpt.usf.edu/coe/leadership/documents/USFFLPrincipalStandards.doc.
• Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
• Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria: U.S. Army Research Institute for the Behavioral and Social Sciences.
• Bottorff, D. Culture Management Essentials. (2004). [Online]. [Assessed 24 September 2006]. Available from the World Wide Web: http://www.ethicsquality.com/about.htm.

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