ADE 5387 Organizational Learning

1. Marc Weinstein, Ph.D. January 30, 2010 ADE 5387Organizational Learning

2. Agenda for day • 8:30-9:15am – program and course announcements • 9:15-noon – Book review presentations and discussion. • Noon-2:00pm – Lunch and review Sneed article • 2:00-4:00pm - Lecture on org learning and HR practices • 4:00pm-end – Small group discussion and preparation for March 13 assignment

3. Interview Assignment • HRD interview replaces organizational assessment. • “Artifact” for program – Needs to be uploaded on taskstream • Four components: • Context of interview (1 page) • Summary of information gathered (2 pages) • Analysis (3 pages) • Presentation (not part of evaluation on taskstream) • ObtainMW’s approval before starting interview • Presentation (10-15 minutes) (not part of taskstream) • 30 percent of final grade

4. HR Alignment • HR/OD alignment exercise replaces organizational intervention • Adapt/develop HR tool that would reinforce aims of learning organization • Selection of HR practice • Discussion of how practice could be refined to support LO goals • Discussion of needed complementary programs • Group project • Due April 3 • 2,000-3,000 words • 30 percent of final grade

5. ADE/HRD Course offerings in Summer A (tentative) • ADE 6180 – Community and Organizational Processes (Reio, Pines Center on Saturday) • ADE 6074 – Writing for publication (Rocco, Tu/Th) • ADE 6476 – Computer-based training (Weinstein, MW)

6. Book Reviews Need full titles in APA format Provide MW with clean hardcopy photocopy

7. Traditional versus New Approaches to Selection and Recruitment Traditional New Approaches • Job & organizational analysis are both important • Task is to match person to organization • Candidate review is two-way street • Recruitment is first part of “socialization” • Job analysis is primary • Task is to match person to job • Candidate review is one-way street • Process ends at hiring

8. Stresses within Traditional Compensation Approaches Regulation Market Internal Consistency

9. Equity Theory • Individuals compare their ratio of rewards to human capital input to the ratio of others. If ratios are inequitable, dissatisfaction may result. Rewardmine/Outputmine = Rewardothers/OutputOthers • Suggests high concern with equity and fairness

10. Compensation Objectives - Equity • Internal consistency • Job Evaluation - An administrative procedure that measures the job’s worth to the organization • Compensable factors • Job complexity • Working conditions • Education

11. Stresses & Contradictions in Performance Appraisal • Candor • Link to Rewards • Assessment • Positive Reinforcement • Two-way Feedback • Development

12. Performance Appraisal in Transition Traditional Systems Approach • Attribution to Individual • Problem attribution • Assessment • Individual • Attribution to Individual and Organization • Problem Solving • Coaching • Group Orientation