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Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 7. Improving Human Resource Management. 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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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Chapter 7 Improving Human Resource Management

  3. Improving Human Resource Management • Build and Implement a Human Resource Philosophy • Hire the Right People • Keep Employees • Invest in Employees • Empower Employees • Promote Diversity

  4. Improving Human Resource Management (II) • Putting it all Together: TQM and NUMMI • Getting There: Training and Organization Development • Survey Feedback • Evolution of OD

  5. 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

  6. 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

  7. 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

  8. Invest in Employees • Invest in learning • Create opportunities for development

  9. 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

  10. Promote Diversity • Develop explicit, consistent diversity philosophy, strategy • Hold managers accountable

  11. 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.

  12. 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

  13. 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

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