Section Twoinformation, remove barriers associated with functional
specialization, promote collaboration to solve quality problems,
and develop congruence between goals of cost, quality, and
desired production lead times.^74
These systems require knowledge workers whose levels
of technical and problem-solving skills are advanced beyond
those needed for earlier forms of manufacturing and have
major implications for human resource management. Scott
Snell and James Dean conducted an empirical analysis of the
types of human resource practices associated with various
components of integrated manufacturing systems. In
companies in which there is greater emphasis on AMT and
TQM, there is more selectivity in hiring, more comprehensive
training, greater developmental use of performance appraisal,
and greater emphasis on external pay equity. These results are
consistent with companies’ motivations to hire and maintain
high-quality workforces and to preserve their investments in
human resources.^75