Advanced Manufacturing Technologies and Workforce Development
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A01=Nancy E. Waldeck
activities
AMTs
Author_Nancy E. Waldeck
business
Cam System
Category=KC
Category=KJ
Cd Rom Database
Confirmatory Factor Analysis
employee skill development
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Flexible Manufacturing Systems
Greatest Performance Outcomes
human
human resource management
Human Resource Performance
Individual Performance Dimensions
Inter-item Reliability
Introductory Development
Low Beta Values
Managerial Development
manufacturing plant surveys
Market Based Performance Measures
Measurable Performance Gain
Ml Estimate
Negative Relationship
organizational
organizational performance assessment
Organizational Performance Construct
PCA
PCA Result
performance
Population Discrepancy Function
Population RMSEA
process improvement strategies
programs
resource
RMSEA Point Estimate
Single Human Resource Practice
SYSTAT Software
technology-driven workplace
turnover
units
voluntary
Workforce Development Activities
workforce technology integration outcomes
Product details
- ISBN 9781138966031
- Weight: 510g
- Dimensions: 138 x 216mm
- Publication Date: 27 Apr 2016
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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This study examines the relationship between organizational performance, advanced manufacturing technologies and workforce development activities. In response to domestic and international competitive pressures, manufacturers are making increasing expenditures in both labor and technology. Both corporate and government surveys report that billions of dollars a year are spent for worker training and new technology by U.S. manufacturers. Despite these expenditures, little empirical evidence exists about the relationship between worker development activities and advanced technologies or the organizational outcomes from their combined use. In this study, multiple workforce development activities and advanced technology were defined and compared to several types of organizational performance at a variety of manufacturing plants in the Midwest. Human resource managers completed surveys that assessed areas of worker development, technology, environment and technology-driven workplace needs. Results indicate modest support for the relationship between technology, workforce development and organizational performance. Strong support, however, was found for the relationship between relational and skill needs due to changes in technology and the plant emphasis on process and individual worker development. This suggest that managerial perceptions regarding workplace changes from technology may be amore important factor than the technology itself in determining the type of workforce development activities provided. In addition, findings supported the use of multiple workforce development activities.
