Operations management (OM) and human resources management (HRM) historically have been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications, and staffing. Human responses to OM systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields.

https://pubsonline.informs.org/doi/pdf/10.1287/msom.5.3.179.16032

Commissioned Paper: On the Interface Between Operations and Human Resources Management

An Integrative Theory of Leadership

Does team communication represent a one-size-fits-all approach?: A meta-analysis of team communication and performance

Although the importance of team training has become widely recognized, research is needed to more clearly understand what instructional strategies actually lead to enhanced teamwork and performance. This research incorporates a theoretical framework, based on the work of J.A. Cannon-Bowers, S.I. Tannenbaum, E. Salas, and C.E. Volpe (1995), to guide the systematic development of training that targeted specific team competencies (i.e., knowledge, skills, and attitudes). The theoretically designed training was delivered to 42 male aviators from an undergraduate naval aviation community. A comprehensive evaluation of this training was conducted using a multiple-measurement approach. Results provide strong support for the effectiveness of this team training in improving critical team competencies.

Enhancing teamwork in complex environments through team training.

Multiple measures of team process were compared and evaluated using fifty- two 2-person teams flying a simulated F-16 aircraft mission. Measures of team process were given by team members, on-site observers, and off-site observers. The frequencies of various types of team member communication during the task were also recorded. Results indicated that internal consistency varied widely across measures, but adequate internal consistency was gener- ally achieved. Multitrait-multimethod analyses showed evidence of conver- gent and discriminant validity for measures of giving suggestions and cooperation, but not for accepting suggestions, coordination, and team spirit. Descriptive information (communication frequency) was relatively independent of evaluative information (process ratings). Both descriptive and evalua- tive information were predictive of team outcomes and sensitive to team composition. Implications of the results for the measurement of team process and the understanding of team performance are d...

Understanding team performance: A multimethod study.

https://psycnet.apa.org/journals/apl/50/6/473.pdf

Role of verbal communication in teamwork.

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Role of verbal communication in teamwork.

The components of complex monitoring

Display characteristics in inspection tasks.