The Human Resource Frame

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The Human Resource Frame

• People and Organizations
• Chapter 6

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Human Resource Assumptions

• Organizations exist to serve human needs rather
  than the reverse
• People and organizations need each other
• When the fit between individual and system is
  poor, one or both suffer
• A good fit benefits both

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Motivation-Willingness to exert high levels of
energy

• Traditional Approach Money
• Human Relations Approach Social Processes,
  inclusion
• Human Resource Approach Employee involvement,
  contributions

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Performance Determinants

• Motivation
• Ability
• Environment

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What Needs Do People Have?

• Maslow
• McClelland
• McGregor Theory X/Y

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Alderfer ERG Theory

• Existence Safety/Physiological
• RelatednessSocial
• GrowthGrowth/Self-Actualization

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McClelland
Expectancy

• Nach
• nPow
• nAff

• Effort to Performance
• Performance to Outcome
• Outcome to Valence

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Goal Setting Theory

• Goal Difficulty
• Goal Specificity
• leads to
• Effort
• Performance

• Goal Acceptance
• Goal Commitment

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Common Motivators

• Competency-Based Compensation
• Platforms
• Skills
• Demonstrated

• Employee Stock Ownership Plan (ESOP)
• Part owners in company
• Psychological ownership
• Financial ownership

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Common Motivators

• Job Enrichment
• Planning
• Autonomy
• Responsibility
• Group autonomy
• Job Rotation
• Plateau?
• Boredom?
• Work at Home

• Flextime
• Job share
• Core hours
• Pay for Performance
• Piece rate
• Gainsharing
• Wage-incentive
• Profit sharing
• Bonus

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Implications for Managers

• Need Theories Maslow, Herzberg, ERG,
  McClellandUnderstand Needs
• Goal-Setting Predicts productivity, not
  satisfactions, absenteeism, turnover
• Reinforcement Predict quality/quantity
• Equity Predict absence and turnover
• Expectancy Performance but ignores
  constraintslimited application

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Suggestions for Motivating Employees

• Recognize individual differences
• Match people to jobs
• Use goals
• Ensure that goals are perceived as attainable
• Individualize rewards
• Link rewards to performance
• Check the system for equity
• Dont ignore money

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Alternatives to Specialization

• Job Rotation
• Job Enlargement
• Job Enrichment
• Job Characteristics Approach
• Work Teams

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Human Capacity and the New Employment Contract

• Free having work units and people who are
  autonomous
• Fast ability to respond quickly
• Facile able to change thinking practices and
  establish routines in light of environment

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Handys Shamrock Form

• 3 clusters of people in organizations
• Core group of managers and professionals
• Basic workforce
• Trends part-time
• Contractural Fringe outsource, chaper

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Career Shifts

• Bloated workforce. Why?
• What are the new mantras for career seekers?
• Joy security is dead
• No guarantee of employment, on of employability
• everyone is self-employed
• If you are searching for excellence, become
  excellent at searching for new jobs
• Focus on learning and credibility rather than
  promotions

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Which is Best?

• Flexibility and adaptability
• Commitment and loyalty?
• Trying to increase flexibility and employee
  skills simultaneously creates an increasingly
  vexing human resource dilemma

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Trends in Human Resource Management

• Smaller workforce, downsizing, flattening
• Investing in people (people are capital)
• Acknowledge the fit