Maintenance Value

Maintenance Value

DOI: 10.4018/978-1-4666-0240-3.ch009
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Abstract

Individuals bring their own expectations into every situation. If their expectations are not understood up front, it does not matter how much communication or information they receive, the intervention will not succeed. Maintenance value requires that the organization and the employee understand what formal knowledge the employee needs in order to perform his job so that in the end customers are satisfied with the product or service they receive. The purpose of this chapter is to: (1) introduces the concept of maintenance value, and (2) analyze and compare examples of technology maintenance value, including preventive maintenance systems and process, and investment in new tools with people maintenance value, including training and development
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Background

Maintenance value of technology is revealed in preventive maintenance systems and processes and investment in tools needed to maintain technology (Nakajima, 1988). Nakajima introduced the concept of total productive maintenance which involves employees in small groups taking care of equipment. Stakeholder value creation for organizations are expressed through growth, market share, profitability, and liquidity; where employee value creation is expressed through job satisfaction, motivation, salary, and job security (Hax & Majluf, 1996; Huselid, 1995, Huselid, Jackson & Schuler, 1997). Investment in technology maintenance increases the potential for organizational growth which can lead to market share enhancement, improved profitability, and liquidity.

Some organizations have limited training and development plans for employees while others are extensively learning organizations (Argyris & Schön, 1978). Because organizations may not recognize the value of training or educating employees, these organizations may lack the motivational or job enrichment strategies that could enhance employee performance. Becker, Huselid & Beatty (2009) suggest that a differentiated workforce may be the key to transforming talent within the workplace.

Maintenance value is essential to technology and people. Organizations are spending enormous amounts of money to maintain technology and for the technical support services of the technology (Aguinis & Kraiger, 2009). Organizations should also continue to invest in employee training and development and employees’ motivation to perform. Health and wellness of the employee are also aspects of their maintenance value to the organization. If employees are unable to perform, organizations miss opportunities for continued success. Hughes (2010) proposed that as companies invest in training, development, and motivation of their employees, the employee maintenance value to the organization increases through improved performance.

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