bluuebunny/crossref_metadata_2025_split huggingface dataset:
Virtual team working: making it happen
Authors: Morris Stephen 
Published: April 2008

PurposeThe paper seeks to discuss virtual working, technology utilisation and how technology can be used to enhance human interaction rather than replace it. It is often the fabric of virtual human relationships that remains sadly neglected. This viewpoint paper aims to stimulate a more comprehensive debate about how to work effectively with and through others in our virtual world.Design/methodology/approachWorking closely with global corporations, the author studied both permanent and project‐based virtual teams. Through observation and diagnostics, a comparison of the effectiveness of these teams was made against that of traditional co‐located teams.FindingsMany businesses attempt to treat virtual working in the same way as co‐located working. The human impact and implications of virtual working are not fully understood or dealt with. The cultural retention of practices and policies that are relevant to co‐located traditional work but often counter‐productive for virtual working can result in tensions, conflicts and the ultimate disengagement of the workforce.Practical implicationsThis paper offers a sample of the pragmatic tips and approaches the author's organizations brings to its clients. The most practical outcome of reading this paper is the recognition that virtual working has some subtle and key differences that need to be understood and managed by all those involved.Originality/valueThis paper is intended to be thought‐provoking for executive leaders, leaders, human resource professionals, change management agents and – most importantly – members of virtual teams.
A best practice approach to learning compliance management in regulated industries
Authors: Ambrose Jordan 
Published: April 2008

PurposeThe paper seeks to outline the increasing requirements for demonstrating that training has taken place within regulated industries and to examine how a learning management system can meet the most stringent requirements of best practice in this field.Design/methodology/approachThe paper presents a review of regulated industries' requirements, especially 21 CFR Part 11.FindingsIncreasingly, regulated industries require companies to keep comprehensive records of training. The data and reports showing compliance with regulatory needs must be robust and come from an unimpeachable source. While manual record keeping can be easily flawed, electronic record keeping is not foolproof either – although one system now meets the requirements of the most stringent (US‐based) regulations.Originality/valueThis paper examines the growing requirements placed upon and the responsibilities of HR/training directors in regulated industries, and suggests a best practice method of providing tamper‐proof training records.
Achieving luxury status through delivering a culture of uncompromising quality
Authors: Mathieson Morag , Blair Julia 
Published: April 2008

PurposeThe purpose of this paper is to share the learning gained from the experiences of The Glenmorangie Company in driving a step change in quality awareness within the business.Design/methodology/approachThe approach is taken in terms of raising standards in the organisation through a competency training and development programme, using a top‐down approach to deliver against stretching business targets.FindingsThe approach used at The Glenmorangie Company echoes the findings documented in the CIPD research paper “Managing change: the role of the psychological contract”.Practical implicationsWhen considering embarking on any programme requiring a step change in business performance where a change in culture is vital, this approach will enable you to optimise its success, gain employee support to ensure sustainability and improve both employee and business performance.Originality/valueThis case study will be of value to all those involved in improving business performance, providing a clear, structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.
The potential of the frontline manager
Authors: Rabey Gordon 
Published: April 2008

PurposeThe paper seeks to create an awareness that by adopting the designation of frontline manager the position should now be demonstrating a more significant contribution from merely supervising work to a wider concern for organisational effectiveness and productivity.Design/methodology/approachThe paper considers ways by which benefit and gains might be achieved by greater voluntary input from the workforce, thereby achieving better cost‐cutting results.FindingsThe main finding is the realisation of the latent value of natural teams if their involvement is encouraged and recognised.Originality/valueThe latent value of natural teams exists and can be encouraged.
Getting members on board: democratic issues in union merger negotiations
Authors: Baraldi Stephan , Sverke Magnus , Chaison Gary 
Published: April 2008

PurposeThe purpose of this paper is to examine a failed union merger attempt from a democratic perspective. Although it is estimated that a majority of planned union mergers are never completed, the existing literature is unsuccessful in explaining why it is so. Stressing the importance for merging unions to keep their members informed and participative in the merger process, we highlight two democratic aspects of merger implementation: information anchoring (i.e. the spreading of merger relevant information throughout the membership), and participatory union climate (i.e. the extent to which union leaders provide members with opportunities to participate in union activities and decision making). The act of voting for or against a merger proposal can be regarded as a manifestation of democratic aspects in the internal negotiation process. Thus, members' intention to vote for or against the merger proposal was also analyzed.Design/methodology/approachQuestionnaires were sent to 1,000 members of each of the four participating unions. The survey investigated how many members knew of the merger negotiations, if they would have voted for or against the proposal, and also measured perceptions of the participatory union climate. Discrepancies between representatives and rank‐and‐file members were analyzed, with any significant differences between the two groups interpreted as indicative of the merger process lacking in internal democracy.FindingsThe results show that the merger plans were not sufficiently anchored among the membership and that there were significant differences between representatives and rank‐and‐file members in terms of merger plan awareness, vote intention, and perceptions of participatory union climate.Research limitations/implicationsThe present study is based on cross‐sectional data collected after the planned merger was rejected.Originality/valueFew studies have investigated the internal merger negotiation process using an unsuccessful merger attempt as a study case. Also, the need for psychological approaches in IR has long been called for. The present study meets both of these criteria.
Targets, strategies, and topics of deception among part‐time workers
Authors: Payne Holly J. 
Published: April 2008

PurposeThe purpose of this paper is to identify the targets, strategies, and topics of deception employed in the workplace among part‐time service workers.Design/methodology/approachA taxonomy of deception strategies is used to content analyze 259 narrative accounts of part‐time student employees over two work shifts using Cohen's kappa to measure interrater reliability. Chi‐square analysis is used to determine significant differences between deception strategies and deception targets.FindingsEmployees overwhelmingly concealed information and lied primarily to supervisors and customers. Employees deceived in order to cover or protect emotions, evade work, cover mistakes or policy violations, and mislead customers in order to increase sales, commission, or gratuities.Research limitations/implicationsDetermining the most salient strategies employed becomes clearer if the deception account describes or reveals the employee's motivation to deceive. Future research should consider motivation of the deceiver and might compare the deception strategies of part‐time and full‐time employees of varying levels of skill, organizational commitment, and role conflict.Practical implicationsThis study provides rich examples of the ethically compromising situations in which young workers find themselves, discusses the impact of workplace structures on deception and the importance of socializing young workers on honest organizational practices.Originality/valueAs young workers enter the workforce they are confronted with opportunities to deceive and they do so for a wide variety of reasons. Little work has been done within the organizational context investigating the most common deception strategies employed or the contextual factors influencing the use of deception among full‐time employees much less young, part‐time employees.
The cross‐cultural adjustment experiences of self‐initiated repatriates to the Republic of Ireland labour market
Authors: Begley Annette , Collings David G. , Scullion Hugh 
Published: April 2008

PurposeThe purpose of this paper is to examine the self‐initiated repatriation experience of native professionals as they return to the labour market in the Republic of Ireland of their own volition and without the support of an employer.Design/methodology/approachA mixed methodology was employed to gather the data. In total, 40 responses were received from an initial open solicitation calling for research participants. Following a short survey receiving 34 responses, individuals who had returned without the aid of an employer to the Republic of Ireland and were willing to participate in further research were invited to participate in either a focus group discussion or in‐depth individual interviews. Ultimately, there were seven participants in the focus group and eleven individual in‐depth interviews.FindingsThe study found that the experiences of those in this study returning of their own volition and those of the more traditional repatriate do not seem to differ significantly across the facets of adjustment relating to adjustment in the general home country environment and adjustment to home country nationals, although subtle variations may be found. The main differences may be found when one investigates the facet of adjustment to work. Given that those returning of their own initiative are not returning to a position within a parent company, they must seek out their own employment. This adds a further source of stress and upheaval to an already difficult repatriation process.Research limitations/implicationsThis is an exploratory study and hence requires further empirical verification. Nonetheless the study provides some useful signposts for future study in the area.Originality/valueThis research is unique in that it bridges a significant lacuna in the existing international human resource management literature by concentrating on the self‐initiated repatriation experience (SRE). This research is all the more important given that increasing numbers of individuals have returned to Ireland to seek work at their own discretion with the advent of the Celtic Tiger.
Senior managers' perceptions of the practice of human resource management
Authors: Maxwell Gillian , Farquharson Lois 
Published: April 2008

PurposeThe purpose of the paper is to investigate the perceptions of senior managers in companies in the Sunday Times list of UK best employers on the practice of HRM in their organisations.Design/methodology/approachThe approach taken was to conduct semi‐structured interviews with senior line and HR directors/ managers.FindingsIn the organisations investigated, HRM is afforded high‐level organisational support at chief executive, if not always senior operational manager, level. It is generally recognised by senior managers as contributing to business effectiveness when it centres on business needs. It is integrated with business strategy processes at both strategic and operational levels. Indeed HRM is elemental to business strategic planning processes, which has the effect of reducing the potential gap between strategic rhetoric on HRM and practical implementation of HRM. Leadership and performance management are current HR policy priorities.Research limitations/implicationsThe generative primary data represent senior managers' perceptions of how HRM operates in their organisation therefore cannot be generalised.Practical implicationsSenior manager support of HRM means focusing HRM efforts in organisations on business needs and integration between HRM and business strategy processes. The corollary is that HRM policy priorities are derived from the strategic business direction and that they are perceived to support business operations and, consequently, business performance.Originality/ valueSenior line managers and HR specialists inform the research which contributes to understanding of current, best practice HRM from an evidence base; a model of contemporary best practice is proposed.
A supply network configuration perspective on international supply chain development
Authors: Singh Srai Jagjit , Gregory Mike 
Published: April 2008

PurposeThe purpose of this paper is to explore the impact of configuration on supply network capability. It was believed that a configuration perspective might provide new insights on the capability and performance of supply networks, a gap in the literature, and provide a basis for the development of tools to aid their analysis and design.Design/methodology/approachThe methodology involved the development of a configuration definition and mapping approach extending established strategic and firm level constructs to the network operational level. The resulting tools were tested and refined in a series of case studies across a range of sectors and value chain models. Supply network capability assessments, from the perspective of the focal firm, were then compared with their configuration profiles.FindingsThe configuration mapping tools were found to give new insights into the structure of supply networks and allow comparisons to be made across sectors and business models through the use of consistent and quantitative methods and common presentation. They provide the foundations for linking configuration to capability and performance, and contribute to supply network design and development by highlighting the intrinsic capabilities associated with different configurations.Research limitations/implicationsAlthough multiple case networks have been investigated, the configuration exemplars remain suggestive models. The research suggests that a re‐evaluation of operational process excellence models is needed, where the link between process maturity and performance may require a configuration context.Practical implicationsAdvantages of particular configurations have been identified with implications for supply network development and industrial policy.Originality/valueThe paper seeks to develop established strategic management configuration concepts to the analysis and design of supply networks by providing a robust operational definition of supply network configuration and novel tools for their mapping and assessment.
A continuing lean journey: an electronic manufacturer's adopting of Kanban
Authors: Lee‐Mortimer Andrew 
Published: April 2008

PurposeThis paper aims to examine the introduction of Kanban production control, at a UK‐based electronic product‐manufacturing operation.Design/methodology/approachThe paper covers key implementation issues, including cultural factors, the reasons behind the adoption of an electronic Kanban system, and explains in detail the working and benefits gained from the changes introduced.FindingsLearning lessons from its previous lean implementation experiences, the company's adoption of Kanban was phased, and the final stage of gradually building up the parts under the control of the electronic Kanban was combined with broad involvement, widespread training and the addressing of cultural issues. This “pull” system has delivered the expected dramatic reductions in lead times and inventory but, having used Kanban to gain increased internal stability, the company is now planning to extend the system externally. Interestingly, to make this work, it will require the replacement of Kanban control in some internal areas of the plant with push control in the form of direct replenishment.Originality/valueThe paper clearly shows how effective the progressive introduction of aspects of lean can be in terms of delivering long‐term business benefits. It also confirms the importance of recognizing that even well organized businesses are liable to suffer pain when implementing lean. It is critically important not to blame the new system, but to find the real causes, and this requires understanding and training. Finally, in addition to explaining how the plant's new system operates, and observing some of the finer details of the electronic Kanban system, the paper looks at the interesting planned steps in the system's “evolution”.
Car manufacturer uses novel laser scanner to reduce time to production
Authors: Bogue Robert 
Published: April 2008

PurposeThis paper aims to describe a new optical geometrical inspection technique and its applications by Volvo Cars.Design/methodology/approachThe paper discusses the limitations of contact probe‐based coordinate measurement machines scanning, describes a new, laser‐based 3D geometrical scanning system developed jointly by Metris and Volvo, Ghent, and considers its applications and benefits.FindingsThis shows that the 3D laser scanning system offers significant operational benefits over the conventional, contact probe‐based approach to geometrical inspection. It has been shown by Volvo to reduce the roll‐out time of an entire vehicle assembly process by up to ten weeks.Originality/valueThis paper shows how the joint development and deployment of a laser‐based 3D scanning system has speeded up and improved the geometrical inspection of car components and finished vehicles.
Direct input and output system: another secret underlying Fanuc's unmanned factory
Authors: Kusuda Yoshihiro 
Published: April 2008

PurposeThis paper aims to describe the fundamental concept of Fanuc's 720 h unattended continuous manufacturing system. It pays special attention to the material‐handling system, direct input‐output system (DIO system) created by Tetsuro Mori, Seibu Electric, Japan, that is the integral part of the unmanned factory besides intelligent robots. Also it refers to the origin of the term “mechatronics” – how Tetsuro Mori coined it.Design/methodology/approachBased on an interview with Tetsuro Mori, the report describes how he conceived the system and how Fanuc employed the concept throughout its production facilities.FindingsThe DIO strategy not only will be beneficial for the big corporations like Fanuc, but also it will be useful for smaller enterprises.Originality/valueAlthough many reports were published on Fanuc's unattended manufacturing system they only talk about the intelligent robots and apparently forget to mention the role of the unique concept of the material‐handling system that made the unmanned operation possible. The report elaborates the secret of the system. Also, probably, the report is the first one outside Japan that discloses how the term “mechatronics” was born.
Evolvable assembly systems: coping with variations through evolution
Authors: Semere D. , Onori M. , Maffei A. , Adamietz R. 
Published: April 2008

PurposeThe main features of evolvable systems include distributed control, a modularized, intelligent and open architecture, a comprehensive and multi‐dimensional methodological support that comprises the reference architecture. Furthermore, integration of legacy subsystems and modules has been addressed in the methodology. This paper aims to present the latest developments, applications and conclusions drawn to date.Design/methodology/approachEvolvable assembly system is a new methodology in itself, and is currently being applied within several European projects. Evolvable assembly goes beyond reconfigurability and offers continuous evolution of the system.FindingsThe work has been, and is being, implemented through large European research projects. Evolvability, being a system concept, is envisaged addressing every aspect of an assembly system throughout its life cycle, i.e. design and development, operation and evolution.Research limitations/implicationsThis paper presents the latest developments, applications and conclusions drawn to date.Originality/valueThe paper presents the methodology and the latest application of it, which is industrial. This is the first application that offers self‐configuration of the equipment.
Artificial intelligence‐based condition monitoring for plant maintenance
Authors: Nadakatti Mahantesh , Ramachandra A. , Santosh Kumar A.N. 
Published: April 2008

PurposeThe purpose of this paper is to explain the development and testing of a condition‐monitoring sub‐module of an integrated plant maintenance management application based on artificial intelligence (AI) techniques, mainly knowledge‐based systems, having several modules, sub‐modules and sections.Design/methodology/approachThe approach is applicable to general purpose machinery. A maintenance knowledge base is developed from published information on maintenance management like handbooks, journals, conference proceedings, because of difficulty in accessing expert knowledge and information on actual machine problems, from experts in maintenance management. The knowledge‐based engine comprises intelligent algorithms and software‐generated pop‐ups/alerts/alarms predictive tools. The expert system on an off‐line basis, on a failure in the plant's machinery or deterioration in performance, will trigger fault diagnosis to detect the reason and give immediate advice to the maintenance group.FindingsKnowledge‐based intelligent machine troubleshooting/maintenance software enables maintenance technicians to refer to custom‐made, ready‐to‐use and easily upgradable maintenance software. Its benefits include: reduction in machine down‐time, reduction in skill level for maintenance activities, ease of maintenance, speedy response and affordable cost. The paper collectively deals with the analysis of the state‐of‐the‐art expert systems for diagnosis and maintenance of general‐purpose industrial machinery.Research limitations/implicationsThe software is essentially for general purpose industrial machinery (stand‐alone type) applications. For continuously operating machinery, the software has to be altered to accommodate continuous data through strategically mounted sensors.Practical implicationsKnowledge based, ready‐to‐use, custom‐built, maintenance management software application having many modules and sub‐modules on various aspects of modern maintenance practices has direct application for shopfloor maintenance.Originality/valueA part of fully‐fledged maintenance management application based on AI principles is discussed in the present paper. Its benefits include: use of latest methodology – AI techniques for maintenance field, ready‐to‐install condition, vast and immediate access to maintenance management information, user‐friendly and interactive modules, easily upgradable features for the application.