Reframing Organizations, 3 rd ed.. Chapter 7 Improving Human Resource Management.
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Transcript of Reframing Organizations, 3 rd ed.. Chapter 7 Improving Human Resource Management.
Reframing Organizations, 3rd ed.
Chapter 7
Improving Human Resource Management
Improving Human Resource Management Build and Implement a Human Resource
Philosophy Hire the Right People Keep Employees Invest in Employees Empower Employees Promote Diversity
Improving Human Resource Management (II) Putting it all Together: TQM and NUMMI Getting There: Training and Organization
Development Survey Feedback Evolution of OD
Build and Implement a Human Resource Philosophy Develop a public statement of the
organization’s human resource philosophy Build systems and practices to implement
philosophy
Hire the Right People
Know what you want and be selective Hire people who bring the right skills and
attitudes Hire those who fit the mold
Keep Employees
Reward well and protect jobs Promote from within
Powerful performance incentive Increases trust and loyalty Capitalizes on knowledge and skills Reduces errors Increases the likelihood to think longer-term
Share the Wealth: give workers a stake in organization’s success
Invest in Employees
Invest in learning Create opportunities for development
Empower Employees
Provide Information and Support Make performance data available and teach
workers how to use them Encourage workers to think like owners Everyone gets a piece of the action
Foster Autonomy and Participation Redesign Work Build Self-Managing Teams Promote Egalitarianism
Promote Diversity
Develop explicit, consistent diversity philosophy, strategy
Hold managers accountable
Putting it all Together: TQM and NUMMI Total Quality Management
High quality is cheaper than low quality
People want to do good work
Quality problems are cross-functional
Top management is ultimately responsible for quality
New United Motors Manufacturing, Inc.
Getting There: Training and Organization Development Barriers to better human resource
management Management reluctance Disrupts established patterns, relationships Lack of communication and interpersonal
skills Training and OD to build capacity
Group interventions: T-groups, large-group interventions (e.g., “Workout’ at GE)
Survey feedback
Conclusion
High-involvement management strategies Strengthen employee-organization bond
Pay well, share the benefits Job security Promote from within Training and development
Empower and improve quality-of-work-life Participation, democracy, egalitarianism Job enrichment, teaming
Promote diversity