Skilled labour resources. Deployment. Incentive and control mechanisms.

1. Management Framework for Great vs. Adequate Corporate Strategies Achieve fit and consistency for three Key Human Resource Policy elements: • Skilled labour resources. • Deployment. • Incentive and control mechanisms.

2. Prof. Ed Schein’s Career Anchors Concept • technical and functional competence • general managerial competence • organisational security and stability • location security and stability • autonomy and independence • entrepreneurial creativity • dedication to a cause and to serve • pure challenge • Life style and the work life balance

3. Prof. Ed. Schein’s Career MovementProgress & Success Concept 10: Retirement 9: Disengagement 8: Maintaining momentum, regaining it, or level off 7: Mid-career crisis, reassessment 6: Gaining tenure/permanent “membership” 5: Gaining “Membership” 4: Basic training & Socialisation 3: Entry into world of work 2: Education and training 1: Growth, fantasy, exploration • Cross-functional horizontal movement-growth in abilities and skills. • Cross-level hierarchical movement up the ladder. • Movement is to attain influence and power.

4. Prof. Karl Weick’s Vulnerable System:Creating the conditions for mistakes • Stressful environments and pressurised environmental demands. • Breakdown of co-ordination under stress and rise of individualism. • Expert speech-exchange systems and series of semi- standardised misunderstandings. • Interactive complexity and escalation of events being coupled in real time decision-making. • Tannenbaum’s Hierarchical Gradient effect unchecked.

5. Prof. Karl Weick’s Vulnerable System:Understanding complex systems better • Reducing the effect of temporary systems. • Reducing the effect of stress. • Managing trade-offs between cohesion & accuracy. • Reducing the risk of pluralistic ignorance. • Understanding the problem of information capacity overload.

6. The Psychology of Change at the Individual Level Attentive andInterested if Access Available AwareandSceptical Unaware and Ignorant • Increase knowledge and expunging of anxious feelings. • Wise use of rewards and support for ideas to go forward. • Locate in individual’s world and problems. Responsiveand willing to engage/use Internalised and able to use/generate ideas as part of preferred value system. Value and Interested to use and generate further ideas • Support good ideas and focus on outcomes, work programmes and deliverables. • Publicise and create “gold standards”. • Evaluate and support to “sell” ideas on.

7. Prof. David Guest’s Psychological Contract HRM Research Model Individual Background Characteristics Experience of Work Type of Work Individual Orientation Individual Job Outcomes PsychologicalContract FuturePlans Individual Life Outcomes

8. Prof. David Guest’s High Commitment HRM Model Employee competence Employee motivation Opportunity to participate Employee commitment Employee competence Recruitment & selection Training & development Performance appraisal Financial rewards Feedback Enhanced Employee performance Job design Involvement systems Communication Internal promotion Security Fair treatment Met psychological contract

9. The Organisational Development Framework 3 Complementary Functions • Concerned with developing intervention programmes based on careful diagnosis and research evidence that are designed to improve the effectiveness of the organisation’s functioning and response to change through improving incrementally: • Work flows and job design; • Communications and link-up processes; • Ways of working and behaving. Organisational Development • Concerned with improving the performance and potential of individuals through a series of interlocking programmes which are underpinned by the regulatory bodies: • Pre-registration education and training; • Post-basic education and training and development; • Supervision and mentorship through staff’s working lives. Education and Training • Concerned with recruiting and retaining good quality staff at all levels through a series of interlocking policies and procedures which are underpinned by law: • Recruiting, inducting and supporting new staff; • Retaining staff through good management practices and policies; • Managing poor performance and exit through robust procedures. Human Resource Management

10. The Management Agenda • CEOs and Top People on the case. • Align 3 elements coherently. • Minimise costs of structures, systems and processes for delegated authority and decision making. • Increase management capacity and capability. • Train and develop middle managers constantly.