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IHRM Models and Processes as Integration

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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  1. 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

  2. Central Premise – Something To Think About Specialization of Labor is Overrated

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

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

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

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

  7. Max Weber’s Routinization of Charisma

  8. Imagery of the Pyramid

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

  10. Old Assumptions the Result Of Mass Production Technologies

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

  12. Limited Information Processing Capabilities During Rush to Mass Production

  13. RESULTS; Standardization as Compromise– “Blue Collar” Jobs

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

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

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

  17. Enter Globalization and New Technologies

  18. New Environment – Increased Environmental UncertaintyMore ComplexityMore DynamismLess Richness

  19. Firms Operate Across Cultures,Functions,andProduct Lines

  20. New Technological Capabilities:Sophisticated IT to Track Individual Employees

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

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

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

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

  25. New assumptionsStrategyHR CapabilitiesPeople ProcessesPersons in Roles

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

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

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

  29. Morphing From the Pyramid To A School of Fish

  30. Personand RoleAs Unit of Analysis“Competencies”

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

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

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

  34. Evidence of Coordination Capabilities

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

  36. Thank You For Your Cooperation, Communication and Integration

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