Human Resource Frame

1
Human Resource Frame

• Summer 2006

2
Assumptions

• Organization as a Family
• Goals Self-actualization effectiveness
• Basis of Structure Team work group
• Basis of Control Interpersonal
• Individual is key to organizational success
• Leadership motivates and communicates
• Collective Goals are the key to survival

3
Fit

• People work better if you pay attention to their
  needs.
• Structure is less important than interpersonal
  goals. Cooperation is a continual focus.
• Tensions between organizational and individual
  fit always exist.

4
Consenquences of Isolation

• Defensiveness
• Reactivity
• Anger
• Blame
• Denial of responsibility
• Narrow views
• Fear, pessimism, impulsiveness

5
Barnards Paradox

• To exist an organization must meet two criteria
• Effective in that it attains its goals
• Efficient in that it satisfies the needs and
  motivations of the individual(s) within.

6
Motivation

• Varies daily
• Negative influences can out weigh positive
  feelings
• Authority can be unstable when based on a
  person--administrators must create inducements
  for employees to want to do better jobs.

7
Quality of Worklife

• Environment
• Satisfaction of Ideals
• Interpersonal Habits
• Opportunities
• Respect from Relevant Peers
• Self-fulfillment
• Habit, Safety

8
Implications for Leaders

• Cannot rely on force or rules
• Relevant reasons for job performance
• Inducements must be tailored situationally
• Growth must be controlled
• Communication must be regular
• Purpose must be re-stated and re-visited

9
Student Learning

• Intellectual quality
• Community
• Sustained effort

10
Intellectual Quality

• Reform must be linked to student learning
• Common interests must be centered around
  students construction of meaning and grounded in
  student experience.
• Inquiry rather than activity

11
Community

• Sharpens educational focus and enhances support
  of teachers work
• Clear shared purpose for learning
• Collaborative activity
• Collective responsibility

12
Sustained Effort

• Implement related focused long-term programs
  sends consistent messages
• Stable leadership enhances opportunities for
  sustained development
• Align the rules and expectations of policy
• Agreement on goals fosters increased learning for
  all members.

13
Case

• On a recent rainy day you arrive at your office
  at 730 in the morning looking forward to a
  productive day at Happy Valley School. As you
  get out of your car a parent approaches you from
  another car in the parking lot. Shouting across
  several spaces the parent asks for a minute of
  your time. You motion her to join you in the
  building but she says shes on her way to work
  and only has a minute but needs to talk with you
  immediately. Uncomfortable, you agree to chat in
  the cold drizzle. She begins her story by
  suggesting that, Im sure you wont do anything
  for me or my child but I thought you should know
  that Im very upset. Again you ask if she might
  like to join you inside where it is warmer and
  more conducive to conversation but she declines.
  You assure her that you want to listen and to
  help in any way possible. She then begins to
  tell you that her son is the victim of bullying
  at the school. She claims he is verbally and
  physically assaulted every day both in the
  hallways and bathrooms. She also claims that
  although several teachers have witnessed the
  altercations, all they have offered is for her
  son to avoid situations where he might be
  harassed. She also adds that she knows nothing
  will happen to these students as they are the
  children of many prominent community members who
  know they can get away with anything. She then
  states shes late for work and heads to her own
  car. You shout after her that youll look into
  the matter and call her later in the day to which
  she replies, Yeah, sure.

14
Case analysis

• Where are aspects of the H/R frame evident in
  this case?
• Where are they lacking?
• In what ways might ideas from both the structural
  and H/R frames assist in addressing the problems
  of this school?