PERCEIVED INFLUENCE OF 6 SIGMA ON HUMAN RESOURCES EFFECTIVENESS IN CHINA

Abstract

From the last century to the beginning of this century, well-known companies in various industries around the world began to gradually manage Six Sigma. The concept of Six Sigma management originated from Motorola and was carried forward in General Motors The combination of six sigma management and enterprise human resource management was first applied in General Motors. At present, there are not many practical applications of Six Sigma on the human resource system in China, and the targeted use of human resource effectiveness is basically in a blank state. Therefore, the research in this article aims at the specific market environment in China, and studies the impact of 6 Sigma on the effectiveness of human resources. 

This study introduces the research background related to this topic, the research status at home and abroad, and an overview of the theoretical knowledge related to Six Sigma and human resource effectiveness, and then conducts exploratory research on the impact of Six Sigma by analysing the three dimensions that affect human resource effectiveness. Through research on three dimensions, semi structured interviews were conducted to find out the extend of impact of Six Sigma on human resource effectiveness in China’s enterprises. 

The results found that the three key dimensions especially goal achievement and recruitment success rate was impacted by the implementation of Six Sigma. However, the impact is not direct. The enterprises applied Six Sigma within the human resources processes and adopted HR Sigma before the impact on HR effectiveness is evident. Six Sigma did not affect employee satisfaction and thus, has no direct relevance to HR effectiveness.