Abstract

Six-Sigma is a quality improvement strategy that provides a clear roadmap for organizations to deliver nearly perfect products and services. In an increasingly knowledge intensive and global economy, superior management of human capitalthe skills, talents and knowledge of an organisation's employees is arguably the only sustainable source of competitive advantage for an organisation. Yet many organisations remain surprisingly unsophisticated in managing their human capital, placing their success, if not their survival, at risk. There is an important and typically overlooked solution: the development of better systems for measuring how an organisation's human capabilities contribute to its business outcomes. Objective: Therefore, this study attempts to assess the effectiveness of Six-Sigma and examine its impacts on various performance measures in hotels, seeking for what values and benefits it brings to improve the overall performance of human capital. By applying a few basic analytic techniques from six-sigma. Intangible soft processes of HR are possible to measure through HR Six-Sigma, which pulls the HR function closer to strategic alignment with organisation goals. Conclusion: The current study explores the application of Six-Sigma to HR function. The study also aims at process mapping the Six-Sigma process in Hotels. Implications of the process and lessons for the service Industry are discussed, with implication for Managers and Strategic HRM Literature. The paper shall review the opportunity and challenges in implementing Six Sigma in HRM.

 Keywords: Six-Sigma; Strategic HRM; Human Capital; Intangible; Analytic; Alignment