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IHRM Modelsand Processes as Integration

By Allen D. Engle, Sr.

International Human Resource Management Colloquium, 20 June 2005

School of Business & Government

University of Canberra

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Central Premise – Something To Think About

Specialization of Labor is Overrated

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Fear Not – Not a Resurgence of the Cult of (British) Amateurism

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Old Assumptions

StrategyStructure

JobsHR Processes

(R&S, T&D, C&B,etc.)

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Structure (Horizontal and Vertical Differentiation of Jobs)

Is PrimaryControl Device

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Leaders as Architects

(Engle, Engle and Engle, 2004)

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Max Weber’s Routinization of Charisma

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Imagery of the Pyramid

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Old Assumptions the Result of Old Environments – “Certainty”

StableSimpleRich

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Old Assumptions the Result Of Mass Production Technologies

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Job as Unit of Analysis

Job as Compromise: 250 Jobs and not 7,000 Persons

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Limited Information Processing Capabilities During Rush to

Mass Production

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RESULTS; Standardization as Compromise–

“Blue Collar” Jobs

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Job Analysis and Taylorism as the Result of Scale,

Specialization, and Limited Information Processing

Capabilities

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HRM’s Old Role Was to Ensure That Jobs Happen -

Reactionary and Transactionary

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Old Focus In HRM On Differentiation and Differences –

Job Analysis As the Foundation For All HR Activities

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Enter Globalization and

New Technologies

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New Environment – Increased Environmental Uncertainty

More ComplexityMore Dynamism

Less Richness

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Firms Operate Across Cultures,

Functions,and

Product Lines

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New Technological Capabilities:

Sophisticated IT to Track Individual Employees

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Old “Blue Collar” HR System Remain in New Global

Environments

Why?

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ReasonsWhy?One:

Vested Interests, Consultancies, Professional Organizations and

Academic Units With “Investments” in Old Approaches

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Reasons Why?Two:

Fear of the Unknown and the Incredible Cost of Investing in

the Future

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Need to Refocus on Persons, Roles and Integration for Global

Performance

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New assumptions

StrategyHR CapabilitiesPeople ProcessesPersons in Roles

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Leaders As Cultural Coordinators

“Bards”(Engle, Engle and Engle, 2004)

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Ghoshal and Bartlett’s (1997) Transnational Roles

Global Culture GuruRegional Mentors

Local Entrepreneurs

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Imagery of a Coordinated School of Fish

(Engle and Mendenhall, 2004)

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Morphing From the Pyramid To A School of Fish

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Personand Role

As Unit of Analysis“Competencies”

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Integration

(Coordination, Cooperation, Communication)

As Key to Global Success

(Gratton, 2005)

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Evidences of Building Interest

Social Capital-Human CapitalKnowledge Firms-Product FirmsSocial Networks-Job Hierarchies

Boundaryless Careers-Silos

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Focusing on Finding People Who Can Play Roles and Can Exhibit

Relationships

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Evidence of Coordination Capabilities

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Exercise in Application:

Recruitment and Selection for Integration

Training and Development for Integration

Compensation and Benefits for Integration

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Thank You For Your Cooperation, Communication

and Integration