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Reframing Organizations, 3rd ed.
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Improving Human Resource Management
Chapter 7 Improving Human Resource Management
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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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Improving Human Resource Management (II)
Putting it all Together: TQM and NUMMI Getting There: Training and Organization Development Survey Feedback Evolution of OD
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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
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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
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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
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Invest in Employees Invest in learning
Create opportunities for development
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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
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Promote Diversity Develop explicit, consistent diversity philosophy, strategy Hold managers accountable
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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.
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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
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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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