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The Human Resource Frame

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by

Paj Ntaub Lee

on 26 October 2013

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Transcript of The Human Resource Frame

Interpersonal Dynamics
Human Needs &
Organizational Requirments

Best Practices
and Retention

Overview

Human Resource Strategies
Steps to Develop Best Practices and Retention of Employees:
Step One:
Creating and executing a philosophy to provide direction and make practices operational.
Step Two:
"Hire the Right People" - Adequately include team-based hiring processes to ensure complete evaluation of a skilled person.
Step Three:
Keep Employees - Provide benefits to employees other than good pay.
Step Four:
Reward Well - Create a rewards system to motivate employees.
The Human Resource Frame
Bolman, Lee, and Terrence Deal. Reframing
Organizations. 5th ed. San Francisco: Jossey-Bass, 2013. Print.
References
Solutions to Organizational Frustrations:




By providing "high-involvement' opportunities through best practices and retention strategies, employees are less likely to withdraw, resist or rebel. (Bolman and Deal)
There are 3 areas of focus in the understanding the Human Resource
Frame.
First Area of Focus:

Human Needs &
Organizational
Requirements
Second Area of Focus:

Best Practices and Retention
Workplace motivation identified by most people as (Bolman and Deal):
wanting things that go beyond money
doing good work
getting better at what they do
bonding with other people
finding meaning and purpose
Work and Motivation
By: Paj Ntaub Lee
Resources
The main focus of the Human
Resource Frame is to examine
"what organizations & people
do to and for one another"
(Bolman and Deal).

The third area of focus:

Interpersonal
Dynamics
Maslow's Theory
For success, organizations should meet their employee's basic needs.
Money is not the only way to fulfill the needs
of employees.

"You'll only get part of the energy and talent that people have to offer". (Bolman and Deal)

Hierarchy of Needs (Bolman and Deal):
Physiological
Safety
Love/belonging
Esteem
Self-actualization
McGregor's Theory: Theory X and Theory Y
Theory X: Most Manager fall under "hard" or "soft" versions.
The belief that subordinates are lazy, no ambition, resist change and prefer to be led (Bolman and Deal)
Theory Y: Receives Better Outcomes
Aligning employee self interest to organizational requirements (Bolman and Deal)
Possible Solutions??

Down sizing and Outsourcing:
Works best with technology requiring fewer people to do more.
Tends to deteriorate employees motivation and commitment.

Investing in People:
Highly invested companies invest in their people
Provide training and other benefits to keep their employees competitive and motivated.
Step Five:
Protect Jobs - Creating policies to protect job securities for employees.
Step Six:
Promote from Within - Builds loyalty, skill upgrades, retains knowledge and skills of veterans and increases long-term mentality goals of employees.
Step Seven:
Share the Wealth: Offering employee company gains, allows for ownership of company to employee.
Step Eight:
Invest in Employees - Provide appropriate training for employees to grow skills or hone skills.
Step Nine:
Empower Employees - by creating the following opportunities employees will develop a sense of belonging and trust.
Provide information & Support
Encourage Autonomy and Participation
Redesign work when necessary
Foster Self-Managing Teams
Promote Egalitarianism - decision making workplace
Step Ten:

Promote Diversity - Hire a diverse group of employees. Usually tied to forward thinking companies.
Providing group interventions such as conferences or other group opportunities to solve systematic problems.
Creating survey feedback to help with sustaining improvement.


Interpersonal Dynamics involve relationships with others:
It focuses on the ability to:
analyze another persons motives
evaluate the relationship between the situation
what you can do about it
when given in an uncomfortable situation.
Theories of Action:
Argyris and Schon's Theory-in-Use - is most used as managers. It practices self-protection creating blindness of ones actions usually resulting in maintaining control of others (Bolman and Deal).
Practicing the Advocacy and Inquiry model requires managers to "think and feel", creating openness for conversations to better understand situations. (Bolman and Deal)
Theories of Emotional Intelligence (Universal competencies):
Salovey and Mayer's Emotional Intelligence Theory - which is the awareness of self and others and the ability to handle emotions and relationship. (Bolman and Deal)
Task & Process Team Work
Group work requires two conscious levels: Task and Process operations
Both levels of group operations will need consideration if groups are being effective. (Bolman & Deal)
Managers face issues with the following types of group operations related to measuring effectiveness :

Informal Roles
- eliminates hierarchy and becomes more personal; allows individual contributions
Informal Group Norms
- creating early on expectations on how the group will function prevents ineffectiveness.
Informal Networks in Groups
- indicates connectivity between team members
Interpersonal Conflicts in Groups
- requires appropriate tactics to solve personal conflicts i.e. using common grounds, agree on basic ideas etc.
Leadership & Decision Making
- having leadership helps the group to stay focus and provides direction. It creates accountability and provides role clarity.
Interpersonal Theories
*The Emotional Intelligence and the Advocacy and Inquiry Theories are not easy to practice.
Considerations to improve the
three focus areas of the Human
Resource Framework engages
employees to understand and practice the framework best.
Full transcript