Printing Industry Case Study

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Printing Industry Significant Points
• Employment is expected to decline due to increasing computerization, declining volume of printed matter, and the expanding use of the Internet in advertising and communications.
• Computerization has eliminated many prepress and production jobs, but has also provided new job opportunities for digital press operators and other computer-related occupations.
• Though employment is concentrated in establishments that employ 50 or more workers, most establishments are small: 7 out of 10 employ fewer than 10 people.

Nature of the Industry
• The printing industry includes establishments primarily engaged in printing text and images on to paper, metal, glass, and some apparel and other materials. Printing can
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Human resource management includes conducting job analyses, planning, personnel needs, recruiting the right people for the right job, orienting and training, managing wages and salaries, providing incentives and benefits, evaluating the performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills formally called personnel management.
The purpose of HRM is to ensure that the employees of an organization are used in such a way that the employer obtains the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards from their work (Graham, 1978).
HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques. (Storey, 1995).
HRM is a managerial perspective which argues the need to establish an integrated series of personnel policies to support organizational strategy. Buchanan and Huczynski,
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For the most part, however, the principal contributions to the analysis of TQM and its operation have come from people in the Operations Management area (for example, Oakland, 1989, Dale & Plunkett, 1990, Dale, 1994). Arguably, this has led to a preoccupation with the so-called “hard” production-orientated aspects of TQM as opposed to its “softer” Human Resource Management (HRM) characteristics. This means that less attention has been focused on people-management issues such as appropriate supervisory styles, compensation/payment systems, teamwork, industrial relations and the implications for different managerial
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