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.
![Page 1: Reframing Organizations, 3 rd ed.. Chapter 7 Improving Human Resource Management.](https://reader036.fdocuments.in/reader036/viewer/2022082713/5697c0281a28abf838cd6ca8/html5/thumbnails/1.jpg)
Reframing Organizations, 3rd ed.
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Chapter 7
Improving Human Resource Management
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Improving Human Resource Management Build and Implement a Human Resource
Philosophy Hire the Right People Keep Employees Invest in Employees Empower Employees Promote Diversity
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Improving Human Resource Management (II) Putting it all Together: TQM and NUMMI Getting There: Training and Organization
Development Survey Feedback Evolution of OD
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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
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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
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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
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Invest in Employees
Invest in learning Create opportunities for development
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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
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Promote Diversity
Develop explicit, consistent diversity philosophy, strategy
Hold managers accountable
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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.
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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
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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