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Rewarding Employees in Smart Production Systems

The management of human resources in the Smart Production system consists of the performance expectation of employees in return for their clearly stated rights. In smart manufacturing, managers need to closely monitor and evaluate the performance of their employees. This assessment takes into account a fair rating, rewards and holds the employee accountable for achieving specific business goals. The sole purpose of this type of evaluation is to innovate and support continuous improvement). In the Smart Manufacturing and Industry 4.0 revolution, human capital management is seen as an approach to organizational staff that value employees as assets. This type of organization perceives human capital as assets whose present value can be measured and future value can be increased through investment.

Human capital acts as a catalyst to increase productivity in the Smart Manufacturing and Industry 4.0 revolution. The Intelligent Manufacturing and Industry 4.0 revolution cannot survive without the human capital with the skills, knowledge and abilities to turn the concepts and summaries that add value to the organization into reality. The success or failure of the Smart Manufacturing and Industry 4.0 revolution depends entirely on how human capital contributes to its success and productivity. Human capital represents the collective value of the competence, knowledge and skills of the Smart Manufacturing and Industry 4.0 revolution. This renewal is the source of creativity and innovation that gave the Smart Manufacturing and Industry 4.0 revolution the ability to change. For the Smart Manufacturing and Industry 4.0 revolution to be successful, it is very important to map employee-centered approaches with Smart Manufacturing and Industry 4.0 revolution strategies.

It is not possible to get rid of them (employees) in the Smart Production and Industry 4.0 revolution. In fact, unless organizations learn to make the most of their creative employees, sooner or later they will file for bankruptcy. Similarly, if organizations only recruit and upgrade friendly and easy-to-manage employees, such organizations will be mediocre at best. This is because repressed or repressed creativity is harmful organizational growth. While every organization claims to care about innovation, few are ready to do what it takes to keep their creative employees happy or at least productive. So what are the keys to engaging and retaining creative workers? It must be seen that whatever form or structure, the awards motivate and retain creative human capital for the Smart Manufacturing and Industry 4.0 revolution.

Employees should be encouraged to be creative

Employees should be allowed to try new things for time. This is like a time when children are getting to discover new things. They should be encouraged and encouraged to be creative. Although what they do seems unreasonable in the first place, they should be inspired. However, this should not be done by imposing that innovation is beneficial because creativity comes from uncertainty, risk and experimentation. So creative people are natural experimenters, so they should be allowed to experiment, test and play. This is because there are costs associated with the experiment, but these are lower than the cost of not innovating. Employees should be encouraged to brainstorm. Managers should not find themselves doing the worst by forcing a creative employee to work with someone like them. This type of action is likely to fail because employees will compete for ideas, brainstorm forever, or eventually ignore each other. However, managers should not surround the creative employee with their truly boring or traditional colleagues, they do not understand them and fail. In parallel, recent research suggests that teams consist of a variety of members who are open to each other’s perspective and perform in the most creative way. The answer, then, is to support creative workers with colleagues that are too traditional to challenge their ideas, but unconventional enough to collaborate with them. These colleagues need to pay attention to details and mundane execution processes.

It should be ensured that the employees participate in the activities that will add value. Innovators naturally tend to have more vision. They see the bigger picture of everything and can understand why things matter (even if they can’t explain it). The downside to this is that they won’t get involved in worthless work. This all-or-nothing approach to work reflects the bipolar character of creative workers who perform well only when fed with value. This approach can apply to other employees as well, because everyone is more creative when directed to an issue honestly. At the same time, there are employees in any organization who are less interested in doing interesting work; they simply enjoy working in and out for hours and should be encouraged by outside rewards. Organizations should ensure that these employees are given jobs that will make sense.

Most importantly, two large-scale meta-analyzes have shown that when tasks are inherently meaningful (and creative tasks are certainly in this state), external rewards weaken commitment. This applies to both adults and children, especially when people are rewarded simply for performing a task. However, giving positive feedback (praise) does not hurt intrinsic motivation as long as the feedback is seen as honest. In summary; The more money you give people to do what they love, the less they will love it. Complex tasks should be given in a way that will surprise creative workers. Few things can be frustrating for creative people. The traits of creative people are that they naturally seek permanent change, even if it is less valuable. They take a different route to work every day, sometimes get lost on the road, and never repeat an order at a restaurant or hotel, even if they really liked it. Creativity is linked to higher tolerance for uncertainty. Creative and inventors love complexity, and they like to make simple things complicated rather than complicated. Instead of looking for a solution to a problem, they usually prefer to produce a thousand solutions or a thousand problems. Therefore, managers must continue to surprise their creative employees; Otherwise, managers should at least allow them to create enough chaos to make their own lives less predictable.

It provides strong evidence of the important role human capital plays in the Smart Manufacturing and Industry 4.0 revolution. In the Smart Manufacturing and Industry 4.0 revolution, the success or failure of most organizations depends largely on how their human capital is managed. This is because the Intelligent Manufacturing and Industry 4.0 revolution provides an area where workers’ interactions with machines are on the agenda. There is interdependence between the various actors and actors. The created interfaces become the connection points between workers and machines. Intelligent Manufacturing and the characteristics of the Industry 4.0 revolution require creative workers. These are workers who are not creative but also knowledgeable and techno-savvy about how to work in such environments. These types of employees are trained in a training system.

A concept that concerns all activities related to recruiting and managing people in the Smart Manufacturing and Industry 4.0 revolution is considered to be human capital management, or human resource management in a narrower sense. Developing a workforce that will meet current and future market needs suggests defining the required competencies. Defined by the cutting-edge technology of the Smart Manufacturing and Industry 4.0 revolution, it provides the skills, abilities, knowledge, attitudes and motivations an individual needs to effectively deal with work-related tasks and challenges. In addition, the Intelligent Manufacturing and Industry 4.0 revolution requires people who are well-embedded in Technology of Things (ToT), human-machine interactions, technology-technology interfaces, a good understanding of networked systems, creativity and innovation.

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