Transcript online.uncg.edu

UNCG: PSC615
Human Resource Development (HRD)
&
Performance Management (PM)
Unit 1 Part 1
The Transition to Modern Context of HRD
The Journey to Strategic HRD
HRD & PM
Strategic Human Resources Management
Strategic Human Resource Management
Mobilizing human capital through the HRM process
to implement organizational strategies
Human capital
The economic value of people with job-relevant
abilities, knowledge, ideas, energies, and
commitments
HRD & PM
In Organizational Context
Culture
Structure
Resources
Strategy
HRD & PM
Strategic Human Resources Management
Steps in the Strategic HRM Process
HRD & PM
The Strategic HRD Journey
HRD & PM
The Journey
Performance Measurement
Performance Management
Training and Development
Human Resource Development
Strategic Human Resource Development
HRD & PM
The Journey
Evolutionary Roots & Timeline
Frederick Taylor – Scientific Management
1883–1915
Civil Service Commission’s Merit Rating System
1887
Lord & Taylor Introduction of Performance Appraisal
1914
Elton Mayo – Hawthorne Studies
1927–1932
Congressional Mandate of Performance Evaluations
1942
Peter Drucker – Management by Objectives (MBO)
1954
Douglas McGregor – Theory X/Theory Y
1960
Leonard Nadler – Introduction of concept of HRD at ASTD Conference
1969
Nadler (w/wife Zeace Nadler) – Formalized definition of HRD
1970
Civil Service Reform Act – Evaluate on objective, job-related standards
1978
HRD & PM
The Journey
Evolutionary Roots
Frederick Taylor (1856–1915)
The Father of Scientific Management
●
The “Taylor System”
●
“Taylorism”
Principles of Scientific Management (1911)
HRD & PM
The Journey
Evolutionary Roots
Scientific Management
Ideological Foundations/Principles
●
Systemization (organized, systematic)
●
Rationalization (driven by reason; objective, logical)
●
Scientism (empirical, observable, measurable, quantifiable)
HRD & PM
The Journey
Evolutionary Roots
Scientific Management
More about Frederick Taylor:
● Son of wealthy Philadelphia family
● Industrial engineer (against family wishes)
● Engineer at Midvale Steel
● Pioneered time and motion studies
● Consultant (1883–1901)
● Testimony before Congress’ Task Force on Education and Labor (1885)*
● Ideas adopted by HBS and Dartmouth’s Tuck School of Business
following testimony to Congress
● Principles of Scientific Management (1911)
* Testimony was in regard to how to make U.S. workforce more competitive
HRD & PM
The Journey
Evolutionary Roots
Elton Mayo and The Hawthorne Studies
Western Electric Company research program to study individual
productivity at the Hawthorne Works of firm’s Chicago plant.
Initiated in 1924 with scientific management perspective.
Initial results were not consistent with thesis that performance
was related to physical environment/setting.
Later research by team led by Mayo found relationship between
performance and the “social setting” created for the workers in
the test room (i.e. group interaction/relations and more
participatory supervision).
HRD & PM
The Journey
Evolutionary Roots
Peter Drucker
The Father of Management
The Practice of Management (1954)
Management by Objectives (MBO)
Performance against goals (instead of traits)
●
output
●
outcome/result/impact
HRD & PM
The Journey
Evolutionary Roots
Management by Objectives (MBO)
Figure 7.3 Management 10/e Chapter 7
HRD & PM
The Journey
Evolutionary Roots
Management by Objectives (MBO)
SMART objectives:
Specific
Measurable
Achievable
Realistic
Time-bound/related
HRD & PM
The Journey
Evolutionary Roots
Management by Objectives (MBO)
Another MBO Framework
FRAME:
Few
Realistic
Agreed upon
Measured
Explicit
HRD & PM
The Journey
Evolutionary Roots
Douglas McGregor
Theory X/Theory Y
The Human Side of Enterprise (1960)
Motivation Theory & Performance
Theory X assumptions:
Theory Y assumptions:
•Lazy
•Motivated
•Unmotivated
•Willing to work
•Dislike work
•Are creative
•Lack ambition
•Like responsibility
•Act irresponsibly
•Self directed
•Prefer to be led
HRD & PM
The Journey
Evolutionary Roots
Other Influences
Mary Parker Follett
Late 19th–Early 20th c. social worker and consultant
•
•
•
•
Organizations as “communities”
Employee involvement
Managers as “facilitators”
Collective responsibility
HRD & PM
The Journey
Evolutionary Roots
Other Influences
Abraham Maslow (1908–1970)
Psychologist
Hierarchy of Needs Theory
• Deficit principle
A satisfied need is not a motivator. People act only to
satisfy a deprived need.
• Progression principle
Needs exist in a hierarchy. A need at any level is only
activated when the next lower-level need has been
satisfied.
Figure 2.3 Maslow’s Hierarchy of Human Needs
Management 10/e Chapter 2
HRD & PM
The Journey
Evolutionary Roots
Leonard Nadler
Definitions of HRD:
● A series of organized activities conducted within a specified time and
designed to produce behavioral change (1970).
● Organized learning experiences in a given period of time to bring
about the possibility of performance change or general growth for
the individual and the organization (1983).
● A comprehensive learning system that releases the organization’s
human potential; a system that is both experience and experiential,
on-the-job experiences that are keyed to the organization’s reason
for survival (1986).
● Organizational learning experiences in a given period of time to bring
about the possibility of performance change (1990).
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
“Fix”
Growth
Development
Empowerment
vs.
Manipulate
Control
Capacity vs. Deficiency
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
HRD & PM
Performance Improvement
Learning Perspective
Training Perspective
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
Performance Improvement/Training Perspective
Training Within Industry Project (TWI) – WWII
U.S. government agency formed to support industrial
production in WWII
Behavioral Psychology – B.F. Skinner (1970s)
Rewards and punishments to mold behavior
Human Performance Technology (HPT) – Thomas Gilbert (1970s)
Methods for engineering “the right kind of” or “worthy”
performance
Human Capital Theory – Gary S. Becker (1990s)
Human Capital: A Theoretical & Empirical Analysis, with
Special Reference to Education (1993/1975/1964)
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
Learning Perspectives
Foundational Perspectives
Philosophical Pragmatism
William James (1842–1910)
John Dewey (1859–1952)
Humanistic Psychology
Carl Rogers (1902–1987)
Abraham Maslow (1908–1970)
Jungian Psychology
Carl Jung (1875–1961)
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
Learning Perspectives – Modern Perspectives
Critical Social Theory
Paolo Friere – Pedagogy of the Oppressed (1970)
Jürgen Habermas – Theory of Communicative Action (v.1 1984, v.2 1987)
Action Learning Theory
Chris Argyris – Learning in/through action (1982)
Feminist Theory
Carol Gilligan, Mary Belenky, Nancy Goldberger, et al – Women’s Ways of
Knowing (1986)
Black Feminist Theory
bell hooks – Feminist Theory: From Margin to Center (1984)
Systems Thinking and Learning Organizations
Peter Senge – The Fifth Discipline: The Art and Practice of the Learning
Organization (1990)
Learning Conversations
Sheila Harri-Augstein and Laura Thomas — Learning Conversations as way to
personal and organizational growth (1991)
HRD & PM
Performance Management
Theories/Approaches/Mindsets/Models
Yet another influence:
W. Edwards Demming
Total Quality Management (TQM)
Continuous Improvement
HRD & PM
Human Resource Development (HRD) &
Organizational Development (OD)
Roots
HRD – Training and Development, Behavioral
Psychology
OD – Applied Social Psychology and Sociology
Dominant Paradigmatic Values
HRD – Behaviorist, Pragmatist, Human Capital Theory,
Performance Engineering
OD – Humanistic
Focus
HRD – Performance-Centered Individual Effectiveness
OD – Social System Effectiveness
Intervention Strategy
HRD – Designing and delivering programs and
experiences
OD – Interpersonal Process Consultation/Facilitation
HRD & PM
Strategic HRD
Principles of Strategic HRD Practice (Gilley & Maycunich, 2000)
Effective HRD Practice:
1.
Integrates eclectic theoretical disciplines
2.
Based on satisfying stakeholders’ needs and expectations
3.
Responsive but responsible
4.
Uses evaluation as a continuous quality improvement process
5.
Designed to improve organizational effectiveness
6.
Relies on relationship mapping to enhance operational efficiency
7.
Linked to the organization’s strategic business goals and objectives
8.
Based on partnerships
9.
Results oriented
10. Credibility is essential to success
11. Utilizes strategic planning to help the organization integrate its vision, mission,
strategy, and practice
12. Relies on the analysis process to identify priorities
13. Based on purposeful and meaningful measurement
14. Promotes diversity and equality in the workplace
HRD & PM
SOURCES
De Bruijn, H. (2002). Managing performance in the public sector.
London: Routledge.
Gilley, J.W. and Maycunich, A. (2000). Organizational learning,
performance, and change: An introduction to strategic human resource
development. Cambridge, MA: Perseus Publishing
Grote, D. (2002). The performance appraisal question and answer book:
A survival guide for managers. San Francisco:AMACOM
Schermerhorn, J.R.,Jr. (2010). Management (10th Ed.). Hoboken, N.J.
John Wiley & Sons, Inc.