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