Human focus
Human orientation (also employee orientation ) refers to the focus on the employee in the company, i. H. it means putting the employee at the center. Anchored in the corporate strategy, concepts for promoting, developing and paying attention to employees should be defined and implemented.
meaning
The human focus has changed a lot, especially in the last century. At the beginning of the 20th century with the Taylorism defined by Frederick Winslow Taylor, a system that put the organization in the foreground. Employees were considered production factors, analogous to machines.
There have been numerous changes from Taylorism to the present day. Changes of a technological, political, economic and social nature. Parameters that have triggered a change in employee and company management, as the companies are embedded in the environment in which these parameters have changed. As an example, the introduction of microelectronics and information technology required a change in corporate strategy and in cooperation with employees.
Today the human focus means the appreciation of the employee in the socio-technical system of a company. The employee contributes directly to production, continuous improvement and innovation in the value chain.
ways
In order to live and achieve human focus in the company, it is necessary to consider three dimensions:
1. Participatory personnel development
2. Motivation-oriented leadership
3. Continuous improvement process
Participatory personnel development
In participatory personnel development, the focus is on individual employee development, taking the employee into account. The aim is to create a working environment in which satisfied employees think independently, act independently. In doing so, an actual state of the employee is to be assumed and the “target” of an employee to be considered. The "target" is represented in a competency model that consists of the following characteristics:
1. Technical competence
- task-specific know-how
- organizational knowledge
- mastery of methods
2. Social competence
- ability to work in a team
- ability to deal with conflict
- communication behavior
3. Personal competence
- personal responsibility
- independent thinking
- holistic thinking
4. Entrepreneurial skills
- cost orientation
- shared responsibility
- commitment
In addition to these four competencies, there is also the subsumed form of action competence, which represents the application of all competencies.
Motivation-oriented leadership
Motivation is the mainspring of our actions, i. H. the inner drive that moves us to act. Knowledge of the current motivational theories is necessary for motivation, as an example of the Herzberg model or Maslow's hierarchy of needs.
Continuous improvement process
With regard to the lean companies in which avoiding waste is a key success factor, the continuous improvement process - CIP for short - is used.
"CIP (Continuous Improvement Process / CIP) is a management tool that is intended to motivate and inspire all employees of a company to work continuously and in teamwork to improve everyday work processes."
As part of the CIP, employees are integrated with which on the one hand one gains access to the knowledge of the employees and on the other hand gives employees the opportunity to actively participate in company activities.
Individual evidence
- ↑ cf. Rudolf Fisch, Andrea Müller, Dieter Beck: Changes in Organizations. VS Verlag für Sozialwissenschaften, Wiesbaden 2008, ISBN 978-3-531-15973-7, p. 13ff.
- ↑ cf. Jan Kranemann: Lean Production. GRIN, 2004, ISBN 3-638-31359-X , p. 7.
- ↑ Ursula Oppermann-Weber: Handbook of leadership practice. Cornelsen, Berlin 2001, ISBN 3-464-48975-2 , p. 150.
- ↑ Jürgen Witt, Thomas Witt: The continuous improvement process (CIP). Concept - system - measures. Verl. Law and Economy, Frankfurt am Main 2008, ISBN 978-3-8005-7340-0 , p. 17.