The%20Human%20Resource%20Fame

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The Human Resource Fame
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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 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.

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Human NeedsThe 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

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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

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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

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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)

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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

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HR Practices

• Develop and implement HRM strategy
• Hire the right people
• Keep them
• Invest in them
• Empower them
• Promote diversity