Ihrm models and processes as integration
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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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