The Human Resource Fame UMKC人力资源声誉该分校.pptVIP

The Human Resource Fame A Human Resource View Metaphor: Extended family Leader: servant, catalyst Change strategy: build relationships, listen, educate, be open, empower others Focus: skills, attitudes, teamwork, communications The human resource frame is built on core assumptions that highlight this way of thinking about organizations: 1. Organizations exist to serve human needs rather than the reverse. 2. People and organizations need each other: organizations need ideas, energy, and talent; people need careers, salaries, and opportunities. 3. When the fit between individual and system is poor, one or both suffer: individuals will be exploited or will exploit the organization-or both will become victims. 4. A good fit benefits both: individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed. Human Needs:The Individual Level of Analysis Values: relatively permanent desires that seem to be intrinsically worthwhile to us Attitudes: predispositions to act that derive from our relatively lasting feelings and beliefs about things and people Psychic Needs: (1) our varying desires for belongingness, power, and achievement (2) our feelings and the calculations we make about ourselves, i.e. our self esteem (3) our hopes, wishes, and dreams especially our learned desire for self actualization (4) our search for meaningfulness Social Needs: the Group Level of Analysis Structural Frame: organizations as rational systems Human Resource Frame: organizations as natural systems Organizations as social groups/systems and individuals attempting to adapt and survive in their particular circumstances Resulting in emergent informal structure Goal complexity: stated (formal) vs. “real” goals (fit between formal and informal) Culture: norms, tacit assumptions and belief systems Group Dynamics and Interpersonal Competencies Appropriate actions as learnable skills The use of groups as bridge between formal and i