The Human Resource Fame

A Human Resource View

Metaphor: Extended familyLeader: servant, catalystChange strategy: build relationships, listen, educate, be open, empower othersFocus: skills, attitudes, teamwork, communications

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.

Human Needs:The Individual Level of Analysis

Values: relatively permanent desires that seem to be intrinsically worthwhile to usAttitudes: predispositions to act that derive from our relatively lasting feelings and beliefs about things and peoplePsychic 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

Social Needs: the Group Level of Analysis

Structural Frame: organizations as rational systemsHuman Resource Frame: organizations as natural systems

Organizations as social groups/systems and individuals attempting to adapt and survive in their particular circumstancesResulting in emergent informal structureGoal complexity: stated (formal) vs. “real” goals (fit between formal and informal)

Culture: norms, tacit assumptions and belief systems

Group Dynamics and Interpersonal Competencies

Appropriate actions as learnable skillsThe use of groups as bridge between formal and informalTeam building and high performance teamCulture resides in group behaviors

A Normative Model for Effective Interpersonal Behavior in

Organizations

Skills in understandings the distinctions between espoused theories and managerial theories-in-useAvoidance of self-protective, self sealing models of interpersonal interaction (Model1)An emphasis on common goals and mutual influenceOpen testing of assumptions and beliefs (Model 2)

Human Resource Management

As practices: e.g., evaluation, pay/performance, training and development, job design, and TQMAs philosophy: participation and involvement as a value and as contingent good practiceAs part of the strategic direction of the organization

HR Practices

Develop and implement HRM strategyHire the right peopleKeep themInvest in themEmpower themPromote diversity