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The Human Resource Fame

The Human Resource Fame. 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.

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The Human Resource Fame

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  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 Needs:The 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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