IHRM Models and Processes as Integration By Allen
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 1
Central Premise – Something To Think About Specialization of Labor is Overrated 2
Fear Not – Not a Resurgence of the Cult of (British) Amateurism 3
Old Assumptions Strategy Structure Jobs HR Processes (R&S, T&D, C&B, etc. ) 4
Structure (Horizontal and Vertical Differentiation of Jobs) Is Primary Control Device 5
Leaders as Architects (Engle, Engle and Engle, 2004) 6
Max Weber’s Routinization of Charisma 7
Imagery of the Pyramid 8
Old Assumptions the Result of Old Environments – “Certainty” Stable Simple Rich 9
Old Assumptions the Result Of Mass Production Technologies 10
Job as Unit of Analysis Job as Compromise: 250 Jobs and not 7, 000 Persons 11
Limited Information Processing Capabilities During Rush to Mass Production 12
RESULTS; Standardization as Compromise– “Blue Collar” Jobs 13
Job Analysis and Taylorism as the Result of Scale, Specialization, and Limited Information Processing Capabilities 14
HRM’s Old Role Was to Ensure That Jobs Happen Reactionary and Transactionary 15
Old Focus In HRM On Differentiation and Differences – Job Analysis As the Foundation For All HR Activities 16
Enter Globalization and New Technologies 17
New Environment – Increased Environmental Uncertainty More Complexity More Dynamism Less Richness 18
Firms Operate Across Cultures, Functions, and Product Lines 19
New Technological Capabilities: Sophisticated IT to Track Individual Employees 20
Old “Blue Collar” HR System Remain in New Global Environments Why? 21
Reasons Why? One: Vested Interests, Consultancies, Professional Organizations and Academic Units With “Investments” in Old Approaches 22
Reasons Why? Two: Fear of the Unknown and the Incredible Cost of Investing in the Future 23
Need to Refocus on Persons, Roles and Integration for Global Performance 24
New assumptions Strategy HR Capabilities People Processes Persons in Roles 25
Leaders As Cultural Coordinators “Bards” (Engle, Engle and Engle, 2004) 26
Ghoshal and Bartlett’s (1997) Transnational Roles Global Culture Guru Regional Mentors Local Entrepreneurs 27
Imagery of a Coordinated School of Fish (Engle and Mendenhall, 2004) 28
Morphing From the Pyramid To A School of Fish 29
Person and Role As Unit of Analysis “Competencies” 30
Integration (Coordination, Cooperation, Communication) As Key to Global Success (Gratton, 2005) 31
Evidences of Building Interest Social Capital-Human Capital Knowledge Firms-Product Firms Social Networks-Job Hierarchies Boundaryless Careers-Silos 32
Focusing on Finding People Who Can Play Roles and Can Exhibit Relationships 33
Evidence of Coordination Capabilities 34
Exercise in Application: Recruitment and Selection for Integration Training and Development for Integration Compensation and Benefits for Integration 35
Thank You For Your Cooperation, Communication and Integration 36
- Slides: 36