Innovative HRM practices to lever flexible manufacturing systems

Summary form only given as follows. As manufacturers face a more competitive environment, they are forced to satisfy needs for productivity and flexibility simultaneously. To satisfy these needs and remain competitive, many manufacturers are upgrading their manufacturing technology by introducing flexible manufacturing systems (FMS). The evidence, however, suggests that the payoffs from investing in FMS will not be adequate unless manufacturers also ensure their human resources lever the new technology. The programmable capabilities of FMS are limited to handling quickly and efficiently the more routine aspects of variable manufacturing processes. For FMS to achieve economies of scope and fulfil their promise, FMS need to be staffed by individuals who can lever FMS. These are individuals who can work with FMS, and who can go beyond the limitations of FMS by handling quickly and efficiently the less routine aspects of these manufacturing processes. To lever FMS, human resources need to be managed differently than in traditional factories. They need to be organized into self-managing teams; they need to be classified into few job categories; they need to be selected because of their FMS matching characteristics; they need to be trained; and they need to be rewarded for their varied skills and cooperation. Moreover, they need to be empowered by managers who substitute the coaching approach for the command and control approach, and who seek closer union-management relationships