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Top1. Introduction
“If you can’t measure it, you can’t manage it.” (The W. Edwards Deming Institute Blog)
The author of The Goal visited the Human Resources (HR) Departments (HRD) of many organizations and asked if they implemented process management. Many HR representatives responded, that they have not done so because it is a difficult task to measure the HR process, which contributes to overall the business outcome. Process management is used as a tool for HR to outline the process for tasks. The new age of HRD requirements is to hire a highly qualified line manager who’s actively involved in managing people and then filtering the highly trained workers. Employing this process promises to deliver, to the organization, productive employees to reduce company stakes (Anderson et al., 2006; Andersen, 2014).
The typical set of high-level HR process consists of: (Process Management)
In 1984, Dr. Eliyahu M. Goldratt introduced his philosophy on Theory of Constraints (TOC) to help organizations continually achieve their goals. The book titled The Goal (Goldratt, 1984) highlights a dispute to the factor of constraints for not achieving the goals. The book provides a comprehensive range of examples of a manageable system with limited numbers of constraints. This research paper focuses on employee evaluation processes, based on the below factors from the book The Goal:
- 1.
The role of the HRD needs to identify:
- 2.
Based on the above Fundamentals, HR needs to:
- 3.
Timeline for Vacancy Filling
- 4.
Employee Training Plan
- 5.
Cost Process for Measurements
Top2. Research Purpose
The research application of this paper arises from the need turn functionally managed organizations into more process-managed entities. It is important for any organization to be clear about its goals before determining processes. The business process management discussed in Chapter 3 of The Goal (Goldratt, 1984), is one example of a common constraint.