The%20Human%20Resource%20Fame - PowerPoint PPT Presentation

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The%20Human%20Resource%20Fame

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Title: The%20Human%20Resource%20Fame


1
The Human Resource Fame
2
A Human Resource View
  • Metaphor Extended family
  • Leader servant, catalyst
  • Change strategy build relationships, listen,
    educate, be open, empower others
  • Focus skills, attitudes, teamwork, communications

3
The human resource frame is built on core
assumptions that highlight this way of thinking
about organizations
  • 1. Organizations exist to serve human needs
    rather than the reverse.
  • 2. People and organizations need each other
    organizations need ideas, energy, and talent
    people need careers, salaries, and opportunities.
  • 3. When the fit between individual and system is
    poor, one or both suffer individuals will be
    exploited or will exploit the organization-or
    both will become victims.
  • 4. A good fit benefits both individuals find
    meaningful and satisfying work, and organizations
    get the talent and energy they need to succeed.

4
Human NeedsThe Individual Level of Analysis
  • Values relatively permanent desires that seem to
    be intrinsically worthwhile to us
  • Attitudes predispositions to act that derive
    from our relatively lasting feelings and beliefs
    about things and people
  • Psychic Needs
  • (1) our varying desires for belongingness,
    power, and achievement
  • (2) our feelings and the calculations we make
    about ourselves, i.e. our self esteem
  • (3) our hopes, wishes, and dreams especially
    our learned desire for self actualization
  • (4) our search for meaningfulness

5
Social Needs the Group Level of Analysis
  • Structural Frame organizations as rational
    systems
  • Human Resource Frame organizations as natural
    systems
  • Organizations as social groups/systems and
    individuals attempting to adapt and survive in
    their particular circumstances
  • Resulting in emergent informal structure
  • Goal complexity stated (formal) vs. real goals
    (fit between formal and informal)
  • Culture norms, tacit assumptions and belief
    systems

6
Group Dynamics and Interpersonal Competencies
  • Appropriate actions as learnable skills
  • The use of groups as bridge between formal and
    informal
  • Team building and high performance team
  • Culture resides in group behaviors

7
A Normative Model for Effective Interpersonal
Behavior in Organizations
  • Skills in understandings the distinctions between
    espoused theories and managerial theories-in-use
  • Avoidance of self-protective, self sealing models
    of interpersonal interaction (Model1)
  • An emphasis on common goals and mutual influence
  • Open testing of assumptions and beliefs (Model 2)

8
Human Resource Management
  • As practices e.g., evaluation, pay/performance,
    training and development, job design, and TQM
  • As philosophy participation and involvement as a
    value and as contingent good practice
  • As part of the strategic direction of the
    organization

9
HR Practices
  • Develop and implement HRM strategy
  • Hire the right people
  • Keep them
  • Invest in them
  • Empower them
  • Promote diversity
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