A Manpower Allocation Model for Service Jobs - IGI Global

The Process of Determining Manpower Standards (PDMS) is the procedure for evaluating the number of employees to be allocated to perform defined tasks for a ... ×10%DiscountonAllE-BooksthroughIGIGlobal’sOnlineBookstoreExtended(10%discountonalle-bookscannotbecombinedwithmostoffers.DiscountisvalidonpurchasesmadedirectlythroughIGIGlobalOnlineBookstore(www.igi-global.com)andmaynotbeutilizedbybooksellersanddistributors.Offerdoesnotapplytoe-Collectionsandexclusionsofselecttitlesmayapply.OfferexpiresJune30,2022.)BrowseTitles BuyInstantPDFAccess Qty: 12345678910 $37.50 AddtoCart Available. Instantaccessuponordercompletion. Share RecommendtoLibrarianRecommendtoColleagueFairUsePolicy FreeContent SamplePDF MoreInformation AccessonPlatform Favorite CiteArticle CiteArticle MLA Balaila,IsaacandIssacharGilad."AManpowerAllocationModelforServiceJobs."IJSSMETvol.3,no.22012:pp.13-34.http://doi.org/10.4018/jssmet.2012040102 APA Balaila,I.,&Gilad,I.(2012).AManpowerAllocationModelforServiceJobs.InternationalJournalofServiceScience,Management,Engineering,andTechnology(IJSSMET),3(2),13-34.http://doi.org/10.4018/jssmet.2012040102 Chicago Balaila,Isaac,andIssacharGilad."AManpowerAllocationModelforServiceJobs,"InternationalJournalofServiceScience,Management,Engineering,andTechnology(IJSSMET)3,no.2:13-34.http://doi.org/10.4018/jssmet.2012040102 ExportReference AvailableIn e-JournalCollectione-BookCollectionSelectComputerScienceandITKnowledgeSolutionse-JournalCollectionBusinessKnowledgeSolutionse-JournalCollectionAManpowerAllocationModelforServiceJobsIsaacBalaila(Technion–IsraelInstituteofTechnology,Israel)andIssacharGilad(Technion–IsraelInstituteofTechnology,Israel)SourceTitle:InternationalJournalofServiceScience,Management,Engineering,andTechnology(IJSSMET)3(2) Copyright:©2012 |Pages:22DOI:10.4018/jssmet.2012040102 OnDemandPDFDownload: Available $37.50 CurrentSpecialOffers NoCurrentSpecialOffers TOTALSAVINGS: $37.50AbstractWhiletheworkmeasurementconcepthasevolvedfromthemanufacturingworld,ithasnotbeenfullyadoptedyettotheglobalshiftintotheservicesector.Certainfactorscreateinherentdifficultiesindeterminingtimestandardsformanpowerallocationinservicejobs:(a)widevariationinTimeBetweenArrivalsandServicePerformanceTimeand(b)thedifficultyofassessingthedamagedonetotheorganizationbylongcustomerWaitingTimes(WT)forservice.ThisdifficultymakesithardtocalculatetheBreak-EvenPoint(BEP)betweenraisingworkeroutput,whichminimizeslaborcostsbutincreasescustomerWT,andimprovingservicequalitybyloweringcustomerWT.Themodelproposedovercomesmostofthedifficultiesbytakingamulti-domainapproachtotheproblem:1)ThemodeldeploysaseriesofindicatorsforacorrelationbetweenoutputandWT.Theindicatorvaluesareaffectedbyservicelevelofurgencyandtheinitialnumberofserviceworkersand2)Cost-Benefit–findingthebestBEPbycomparingtheoperationalcostofanadditionalworkerwiththeeconomicalbenefitcausedbythedecreaseinWTatthemargin.Thus,themodelfindsthebestbalancebetweenworkeroutputandservicequality.ArticlePreviewTop1.Introduction1.1ManpowerStandardsTheProcessofDeterminingManpowerStandards(PDMS)istheprocedureforevaluatingthenumberofemployeestobeallocatedtoperformdefinedtasksforagivenqualityofserviceorproduct.TheManpowerAllocationProcess(MAP)isbasedonthesemanpowerstandards,takingintoconsiderationenvironmentalandfinancialconstraints.Laborcostsareusuallythehighestoperationalcostformostorganizations.Therefore,accuracyintheMAPhasacriticalimportanceforthesurvivalofanyorganizationandnaturallyeachorganizationaspirestominimizelaborcosts.PDMS’sbasicstanceisanalyticalandisusuallyderivedfromtwocomplementarydisciplines:a)Workmeasurement(TimeStudy)fordeterminingthestandardtimerequiredtoperformeachtask.Thisconcept(thescopeofthisstudy)isoutputorientedandconcentratesontheindividualworkerbutitdoesnotdealwiththequalitativeaspectsofsystemfunctioning,suchastheharmcausedtheorganizationbycustomers'orproductsWaitingTime(WT).b)Queuingtheoryismoreservice-qualityoriented,andcomplementsWorkMeasurement’slackofinformationaboutqueuelength(Schultz,2005).BothdisciplinesdealwithanarrowaspectofPDMS.NeitherofthemsolvetheeconomicconflictthatissignificantforMAP,namelyhowtobalancetheTayloristicattitude,whichaspirestoraiseworkeroutputandsominimizelaborcosts,(sometimesevenatthepriceofloweringproductorservicequality),withtheTotalQualityManagement(TQM)concept,whichaspirestoimproveservicequality,usuallyatthepriceofloweringproductivity(Oswald,1997).ThislackofbalancebetweenthetwoconceptsisoneofthecausesofthedeclineinstatusofTQM:itunderratedtheimportanceofoutputandsometimesbroughtfirmsintodeficit(Sarin,1993;Flynn,1998;McClure,1998). Dossett(1995)statesthatwhendealingwithPDMSintheservicesector,whichischaracterizedbyvastvariationinenvironmentalconditions,thereisnosuchthingasan“accurate”stablemanpowerstandardtime,andPDMSismoreastate-of-the-artthanaprecisescience.ItseemsthatonewaytoimproveaccuracyinPDMSistocombinetheapplicationofseveralanalyticaltools.Thisgivesbetterresultsthanapplyinganarrowandfocusedmodel(Gowan,1999).However,themoreweconsiderdifferentaspectsandconditions,themorecomplicatedthemanpowerallocationmodelsbecome,butnotnecessarilythemoreaccurate.AlltheabovedifficultieswithPDMSandMAParemuchgreaterwhendealingwithwhite-collarjobsandknowledgeworkersintheservicesectorthanwhendealingwithblue-collarjobsintheindustrialsector. 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