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IHRM Models and Processes as Integration. By Allen D. Engle, Sr. International Human Resource Management Colloquium, 20 June 2005 School of Business & Government University of Canberra. Central Premise – Something To Think About. Specialization of Labor is Overrated.

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IHRM Models and Processes as Integration

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IHRM Modelsand Processes as Integration

By Allen D. Engle, Sr.

International Human Resource Management Colloquium, 20 June 2005

School of Business & Government

University of Canberra

Central Premise – Something To Think About

Specialization of Labor is Overrated

Fear Not – Not a Resurgence of the Cult of (British) Amateurism

Old AssumptionsStrategyStructureJobsHR Processes (R&S, T&D, C&B,etc.)

Structure (Horizontal and Vertical Differentiation of Jobs)Is PrimaryControl Device

Leaders as Architects(Engle, Engle and Engle, 2004)

Max Weber’s Routinization of Charisma

Imagery of the Pyramid

Old Assumptions the Result of Old Environments – “Certainty”StableSimpleRich

Old Assumptions the Result Of Mass Production Technologies

Job as Unit of AnalysisJob as Compromise: 250 Jobs and not 7,000 Persons

Limited Information Processing Capabilities During Rush to Mass Production

RESULTS; Standardization as Compromise– “Blue Collar” Jobs

Job Analysis and Taylorism as the Result of Scale, Specialization, and Limited Information Processing Capabilities

HRM’s Old Role Was to Ensure That Jobs Happen - Reactionary and Transactionary

Old Focus In HRM On Differentiation and Differences – Job Analysis As the Foundation For All HR Activities

Enter Globalization and New Technologies

New Environment – Increased Environmental UncertaintyMore ComplexityMore DynamismLess Richness

Firms Operate Across Cultures,Functions,andProduct Lines

New Technological Capabilities:Sophisticated IT to Track Individual Employees

Old “Blue Collar” HR System Remain in New Global EnvironmentsWhy?

ReasonsWhy?One:Vested Interests, Consultancies, Professional Organizations and Academic Units With “Investments” in Old Approaches

Reasons Why?Two:Fear of the Unknown and the Incredible Cost of Investing in the Future

Need to Refocus on Persons, Roles and Integration for Global Performance

New assumptionsStrategyHR CapabilitiesPeople ProcessesPersons in Roles

Leaders As Cultural Coordinators “Bards”(Engle, Engle and Engle, 2004)

Ghoshal and Bartlett’s (1997) Transnational RolesGlobal Culture GuruRegional MentorsLocal Entrepreneurs

Imagery of a Coordinated School of Fish(Engle and Mendenhall, 2004)

Morphing From the Pyramid To A School of Fish

Personand RoleAs Unit of Analysis“Competencies”

Integration(Coordination, Cooperation, Communication)As Key to Global Success(Gratton, 2005)

Evidences of Building InterestSocial Capital-Human CapitalKnowledge Firms-Product FirmsSocial Networks-Job HierarchiesBoundaryless Careers-Silos

Focusing on Finding People Who Can Play Roles and Can Exhibit Relationships

Evidence of Coordination Capabilities

Exercise in Application:Recruitment and Selection for IntegrationTraining and Development for IntegrationCompensation and Benefits for Integration

Thank You For Your Cooperation, Communication and Integration

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